Annual Report 2012

Letter to Shareholders
Financial Highlights
The Breadth of the
PepsiCo Portfolio
Reinforcing Existing Value Drivers
Migrating Our Portfolio Towards
High-Growth Spaces
Accelerating the Benefts of
One PepsiCo
Aggressively Building New
Capabilities
Strengthening a Second-to-None
Team and Culture
Delivering on the Promise of
Performance with Purpose
PepsiCo Board of Directors
PepsiCo Leadership
Financials
2 2012 PEPSICO ANNUAL REPORT
Pictured: Indra K. Nooyi,
PepsiCo Chairman and
Chief Executive Ofcer
Running a company for the long
term is like driving a car in a race
that has no end. To win a long race,
you must take a pit stop every now
and then to refresh and refuel your
car, tune your engine and take other
actions that will make you even
faster, stronger and more competi-
tive over the long term. Thats what
we did in 2012we refreshed and
refueled our growth engine to help
drive superior fnancial returns in
the years ahead.
We invested signifcantly behind our
brands. We changed the operating
model of our company from a loose
federation of countries and regions
to a more globally integrated one to
enable us to build our brands glob-
ally, deliver breakthrough innovation
to consumers and unleash signifcant
productivity. Simply put, we took
actions that we believe set ourselves
up for long-term sustainable growth
and superior performance.
I am delighted to report that our
performance in 2012 refected our
operational excellence and was in
line with our expectations and guid-
ance on every key metric:
Our organic revenue was up 5
percent;
1
Core earnings per share (eps)
were $4.10;
2
We delivered +$1 billion savings
in the frst year of our productiv-
ity program and remain on track
to deliver $3 billion by 2015;
We achieved a core net return
on invested capital
3
(roic) of
15 percent and core return on
equity
3
(roe) of 28 percent;
Management operating cash
fow,
4
excluding certain items,
reached $7.4 billion; and
$6.5 billion was returned to our
shareholders through share
repurchases and dividends.
The actions we took in 2012 were
all designed to take us one step
further on the transformation
journey of our company, which
we started in 2007. Back then, we
recognized that the market environ-
ment was rapidly shifting around us.
We realized that in order to stay in
front, we would need to make
signifcant changes. We set our-
selves a dual challengeto renew
our highly successful company to
position it for long-term advantage
and growth while continuing to de-
liver strong and consistent fnancial
results during the transformation.
We have eagerly embraced this
challenge and made the required
investments. Our journey to date
has shown signifcant results. We
have reinforced our existing
2012 PEPSICO ANNUAL REPORT 3
1 Organicresultsarenon-GAAPfnancialmeasuresthatexcludecertainitems.Seepage60for
areconciliationtothemostdirectlycomparablefnancialmeasureinaccordancewithGAAP.
2 Coreresultsarenon-GAAPfnancialmeasuresthatexcludecertainitems.Seepage58fora
reconciliationtothemostdirectlycomparablefnancialmeasureinaccordancewithGAAP.
3 Coreresultsarenon-GAAPfnancialmeasuresthatexcludecertainitems.Seepages106-107for
reconciliationstothemostdirectlycomparablefnancialmeasuresinaccordancewithGAAP.
4 Representsanon-GAAPfnancialmeasurethatexcludescertainitems.Seepage67forareconciliation
tothemostdirectlycomparablefnancialmeasureinaccordancewithGAAP.
+$1 billion in savings delivered in
the frst year of our productivity
program and remain on track to
deliver $3 billion by 2015.
Core earnings per share (eps)
were $4.10
2
in 2012.
Organic revenue was up
5 percent
1
in 2012.
$6.5 billion was returned to
shareholders through share
repurchases and dividends.
Achieved a core net return
on invested capital
3
(roic) of
15 percent and core return on
equity
3
(roe) of 28 percent.
Management operating cash
fow
4
, excluding certain items,
reached $7.4 billion.
business while also shifting our
portfolio to attractive growth
spaces. We have built out the key
capabilities we need to compete in
the future. We have raised our
capacity to drive continuous
productivity. We have strengthened
our talent pool across the organiza-
tion, and, by no means least, we
have embedded our vision of
Performance with Purpose into all
of our actions and practices.
That is what we have achieved so
far, and it is considerable. We are
an exciting company with a strong
foundation and track record. But
as I look forward into 2013 and
beyond, it is clear that we still have
further to go on our journey. Our
transformation must continue.
Over the past several years, a
number of forces have combined
to radically reshape the external
environment in which the food and
beverage industry operates. These
changes have had a major impact
on where and how companies must
compete to survive and thrive. Global
macroeconomic growth has slowed
signifcantly, and the outlook remains
mixed, particularly in developed
markets. Global economic power
is becoming more distributed, with
the East becoming a larger player in
the world. The demographic equa-
tion in the West is shifting, with an
increasing share of consumption in
the hands of boomers, women and
smaller households, and rapid growth
of diverse ethnic and immigrant com-
munities across countries.
Intensifying consumer and govern-
ment focus on health and wellness
is changing the relative growth
trajectory of our categories and
products. Consumers are clearly
changing their habits, preferences
and consumption patterns. Food
safety and security are now front
and center in the minds of govern-
ments and consumers, increasing
the need for robust systems within
companies to ensure ingredient
and product traceability. Sustained
commodity price increases and
volatility have challenged company
cost structures. Meanwhile, there is
a strong and growing environmental
consciousness emerging in societies
around the world as the focus on
water use, waste disposal (espe-
cially of plastic) and energy use by
industry receives additional scrutiny.
Lastly, the global retail environ-
ment is transforming. In emerg-
ing and developing markets, the
growth of organized modern trade
is beginning to slowly replace tradi-
tional mom and pop stores, and in
developed markets, new discount
channels like hard discounters and
dollar stores are rapidly growing.
Additionally, online retailing is
beginning to make inroads into
our categories while social media
amplifes positive messages and
rumors in the blink of an eye.
The combination of these shifts has
put considerable pressure on the
company for long-term growth and
proftability in this volatile and chal-
lenging environment.
1. We Reinforced Our Existing
Value Drivers
We refocused our eforts on our
key global brands and categories
in our most important developed
markets to drive proftable growth.
We are the #1 macrosnack player
in many developed markets in the
world. Our highly proftable snacks
business has a strong stable of
much-loved megabrandsLays,
Doritos, Cheetos and SunChipsand
a structurally advantaged go-to-mar-
ket system in many major markets
such as the U.S., Canada, the U.K. and
Australia, among others. We have
been concentrating our insights,
marketing and innovation resources
behind our powerhouse brands and
key markets to successfully grow
demand and our share.
As a result of our consistent invest-
ments over the years, Lays is the #1
snack food brand in the world; Lays,
Doritos and Cheetos are lovemarks
in many countries in which they op-
erate, and a brand such as Tostitos
in the U.S. makes party time come
alive. We also have taken crowd-
sourcing of ideas to a new and
exciting place: Our Lays Do Us A
Flavor campaign engages consum-
ers directly through social media
to co-create new exciting favors.
Launched in the U.K., this campaign
has been extended to 17 markets,
including the U.S. in 2012. To date,
we have received 19 million favor
ideas from around the world!
We also have leveraged social me-
dia in our consistently strong Dori-
tos Crash the Super Bowl cam-
paign, which puts fan-developed
ads on air during the big game.
In 2012, Doritos fan-created ads
placed frst on the traditional and
online Ad Meter ranking. In 2013,
a Crash the Super Bowl Doritos
fan-created ad ranked #1 as most
liked and most memorable in the
Nielsen ratings.
Most importantly, our goal is to
make the best savory snacks in
the market. We eliminated the use
of partially hydrogenated cooking
oils used to make savory snacks in
North America, dramatically reduc-
ing trans fats. Additionally, we have
reduced saturated fat levels and
are reducing the sodium content of
our savory snacks, and we are dial-
ing up baked oferings.
Our developed market beverage
business remains large and proft-
able. Across our major beverage
markets, we revamped our invest-
ment to strengthen our key global
beverage brands, which include
Pepsi, Mountain Dew, Sierra Mist,
7UP (outside the U.S.), Starbucks
and Lipton. We bought back
bottlers in North America and
Europe to unlock large, underex-
ploited system synergies in these
mature carbonated soft drink
(CSD) markets. We also have taken
the right measures to step up the
performance of our North America
beverage business, where we are
the #1 liquid refreshment beverage
(LRB) player in measured chan-
nels. We have made major changes
to our team, operating model
and marketing approach to bet-
ter adapt to a new consumer and
competitive environment. We are
dialing up our support on zero-calo-
rie products and ofering reduced-
calorie CSDs, like Pepsi NEXT,
food and beverage industry. The
growth outlook in some developed
markets and categories has slowed
signifcantly, while emerging and
developing markets require new
skills for success. Traditional ap-
proaches and legacy capabilities are
no longer sufcient to compete in
these spaces.
But these changes also have given
rise to unparalleled opportunities for
PepsiCo. For one, the convenience
trend is accelerating around the world,
driving the growth of our catego-
ries. The strong outlook in emerging
and developing markets for all our
products and the demand for Good-
for-You products and categories in
key markets also present major
growth opportunities. Other potential
new areas of expansion for us are
premium-priced products, products
for aging populations and value ofer-
ings for those with lower incomes.
As a global company with positions
in every key market in the world,
PepsiCos sheer scale as well as
product and geographic diversity
give us the ability to power through
country-specifc trends and still
deliver superior returns. Our iconic
brands are trusted in every country
to deliver a quality product that
meets the highest global safety
standards. Our track record of ethi-
cal performance and quality prod-
ucts provides comfort to consumers
and governments the world over.
Back in 2007, we recognized the
rapidly changing environment and
realized we needed new capabilities
to compete. We made the required
investments to preemptively
transform ourselves to capitalize on
these opportunities and position the
which became a $100 million brand
at retail in less than 12 months. In
2012, we continued this transfor-
mation by simplifying the business
and reinvesting heavily behind our
key brands while unlocking new
sources of productivity.
2. We Migrated Our
Portfolio Towards Attractive,
High-Growth Spaces
Very early, we recognized the
growth prospects in the Good-
for-You space. We invested to
expand it across multiple markets
globally, increasing our presence
in the growing tasty nutrition space.
We are building from our positions
of strength with four of the most
important platforms and globally
admired and loved brands in nutri-
tionQuaker (grains), Tropicana
(fruits and vegetables), Gatorade
(sports nutrition for athletes) and
Naked Juice (super-premium juices
and protein smoothies). We also are
working to unlock growth oppor-
tunities in new product categories,
such as dairy with our business in
Russia, our joint venture with Alma-
rai in parts of the Middle East and
our Mller Quaker Dairy joint ven-
ture in the U.S.; hummus and other
fresh dips with Sabra and Obela;
and baked grains with Stacys.
We established a Global Nutrition
Group to drive innovation and brand
development, and are concentrating
our investments in high-potential
return markets and categories. We
had great success in 2012, with
more to come. We launched Quaker
Real Medleys in the U.S., pairing
oatmeal with other whole grains,
fruits and nuts in a portable cup and
portion-controlled serving, which
drove our growth in hot cereal retail
sales. Quaker Real Medleys recently
won breakfast Product of the Year,
the largest consumer-voted award
recognizing outstanding innovation.
Trop 50 reduced-calorie orange
juice continues its terrifc retail
growth momentum in measured
channels. We also introduced Tropi-
cana Farmstand, enabling U.S. con-
sumers to get a serving of both fruit
and vegetables in an eight-ounce
glass. And Gatorade delivered inno-
vation, with Gatorade Prime Energy
Chews fueling athletic performance
as well as Gatorade retail sales.
Importantly, our eforts to capitalize
on the growing consumer demand
for convenient nutrition are global.
The growth of our Quaker busi-
ness is a case in point: Last year,
we increased Quaker retail sales in
the U.K. with the success of Oats
so Simple, grew Quaker volume in
China and India with breakfast foods
customized for local tastes, and
leveraged Quakers expertise in Rus-
sia by launching oats under our local
Chudo brand.
From 2002 to 2012, our nutrition
business revenue has grown sub-
stantially and in 2012 represented
20 percent of our company.
Emerging and developing markets
represent another very attractive
high-growth opportunity for
PepsiCo. Economic growth is
lifting consumers income levels
and driving urban lifestyles. More
women are entering the workforce.
This, in turn, is increasing the
demand for convenient foods
and beverages, providing tailwinds
to our categories. Over the past
six years, we have invested aggres-
sively to bolster our presence in
these markets. Our investments
included:
Important acquisitions, such as
Lebedyansky and the Wimm-Bill-
Dann juice and dairy business in
Russia, Mabel cookies and Lucky
snacks in Brazil, and Dilexis cookies
in Argentina, to name a few.
Strategic partnerships to improve
scale and performance, such as
Tingyi in China, which makes us part
of the leading beverage system in
the largest growth market; the con-
solidation of our bottling system in
Mexico under a new joint venture to
increase our scale and step up our
capabilities; the strategic partner-
ship for dairy and juice with Almarai,
Saudi Arabias largest food producer;
and the fortifed water joint venture
with Tata in India to serve the value
consumer.
Organic investments to sustain
and improve share, through
stepped-up marketplace spend-
ing on media, racks, or routes in
countries such as Mexico, Brazil,
Russia and China. In addition, we
established the Global Value Innova-
tion Center in India to signifcantly
reduce the cost of our marketplace
equipment (e.g., coolers and foun-
tain dispensers) to enable us to in-
crease our investments in emerging
markets in an afordable way. The
early results are very promising.
Our targeted investments have
helped us build advantaged positions
in these markets: We are the #1 food
and beverage business in Russia, #1
in India and #1 in the Middle East,
plus #2 in Mexico and in the top 5
in Brazil, Turkey and many smaller
emerging markets, such as Vietnam,
the Philippines and Thailand.
Looking back to 2006, emerging
and developing markets accounted
for 24 percent of our net revenue;
in 2012, they represented 35
percent of our net revenue. And
over the long term, we are look-
ing to grow our business in these
markets at high single digits to low
double digits.
3. We Accelerated the Benefts
of One PepsiCo
PepsiCos strength lies in the fact
that our portfolio is diverse, but
related. The convenient snack and
beverage businesses have high
levels of coincidence of purchase
and consumption and very high
velocities at the shelf. We believe
this portfolio complementarity pro-
vides a natural hedge, allowing us to
manage through individual category
issues and still deliver good returns.
Our portfolio provides us three ad-
ditional major benefts.
First, cost leverage: We are an
important customer to key vendors
in the food and beverage space.
We have preferred partner status
with many of them, which allows us
to strategically make use of each
others supply chains and develop-
ment eforts to meaningfully reduce
our input costs while accessing their
best talent and advanced thinking.
Additionally, inside PepsiCo, across
businesses, we share infrastructure
including corporate functions, mas-
ter data and back ofce processing,
further lowering our costs.
Second, capability sharing: Over
the past few years, we have harmo-
nized many of our processes, mak-
ing it easier to move talent across
the companyboth businesses and
geographies. We are able to attract
world-class talent and give them
a truly diverse, but related set of
experiences, allowing us to build a
world-class workforce.
We lift and shift best practices
across the value chain. For exam-
ple, the expertise we have devel-
oped in increasing yields while
conserving water helps us get
more crop per drop in our agricul-
tural operations throughout the
world, be it potatoes or corn for
our snacks, or fruits and vegetables
for our juice business.
Because of the high coincidence
of consumption of our products,
we have developed a common con-
sumer demand framework under-
pinned by a global database, giving
us proprietary insights into food
and beverage occasions. This guides
our innovation actions at the global
and local level.
Third, commercial benefts: As
the second-largest food and bever-
age business in the world and the
largest in the U.S., we are trafc
generators and therefore viewed
as a critical growth driver by retail-
ers. Just in the U.S., we have nine
of the top 40 trademarks at retail,
more than any other food and bev-
erage company.
Retailers beneft from our in-store
promotions that leverage power-
ful properties such as the National
Football League, Major League
Baseball and the National Hockey
League in the U.S.; talented soc-
cer players like Lionel Messi, who
appeared in both Pepsi and Lays
commercial activities globally; as
well as through mini-flms like the
Bring Happiness Home Chinese
New Year production that brought
together Lays, Tropicana and Pepsi
to deliver an emotional public ser-
vice message to Chinese consum-
ersGo home to your families for
Chinese New Year. This flm gar-
nered more than 700 million views
in China alone.
All these activities increased co-
incidence of purchases between
beverages and snacks and our
healthy breakfast bundles, and in
2012, made us the second-largest
growth contributor in all measured
U.S. retail channels combined.
Foodservice customers are also
beginning to beneft from the
power of PepsiCos portfolio: Taco
Bell in the U.S. is a case in point. For
more than 45 years, we have been
their beverage partner of choice.
Mountain Dew Baja Blast, a favor
developed exclusively for Taco Bell,
has been a best-selling trafc driver
in its system since launch. In 2012,
building on this beverage relation-
ship, we partnered with Taco Bell
to introduce Doritos Locos Tacos,
a taco with a shell made from real
Nacho Cheese Doritos that has be-
come the restaurants biggest suc-
cess in its 50-year history. In nine
months alone, Taco Bell sold more
than 325 million Doritos Locos
Tacosone of the most successful
new products in the foodservice
industry in 2012. In 2013, we expect
to continue building on this suc-
cess, with the launch of Cool Ranch
Doritos Locos Tacos. More impor-
tantly, we are innovating now on the
beverage front with the launch of
Mountain Dew Baja Blast Freeze.
The pairing of the Doritos and
Mountain Dew brands is a natural:
In the U.S. convenience channel,
Doritos is the number one salty
snack, while Mountain Dew is the
number one single-serve carbon-
ated soft drink.
An example of a market where we
truly leverage the cost, capability and
commercial benefts from our broad
portfolio is Russia. Our business is
operated as an integrated whole,
with shared ofces, infrastructure,
talent, supply chain and go-to-mar-
ket systems. We are an extremely
efcient and efective leader in the
food and beverage business in that
countrylowering our costs signif-
cantly and expanding the reach of
our products several fold.
We believe our whole is worth more
than the sum of our parts. It is our
Power of One.
4. We Are Aggressively Building
New Capabilities
PepsiCo has historically been man-
aged as a loose federation of coun-
tries and regions. This organizational
structure fostered an entrepreneur-
ial culture in the company, not nec-
essarily a culture of global efciency.
Starting in 2010 and accelerating
in 2012, we began to modify our
global operating model, balancing
independence and scale, to become
a globally networked company. Our
in-country and regional teams are
empowered to serve their markets,
but through global groups and func-
tions, we are harmonizing our eforts
across the world around brand build-
ing, innovation and the management
of our supply chain.
Our new model already has begun
to yield results. Our global cat-
egory groups are guiding regions
to rationalize their brand portfolios
and focus the bulk of our spending
behind 12 global brands. We are
continuing to increase the caliber
of our global marketing talent and
implementing global campaigns for
our iconic global brands, beginning
with Live for Now, the frst-ever
global positioning campaign for
brand Pepsi. In 2012, Live for
Now engaged millions of consum-
ers through music, sports, social
media and other consumer touch
points. In December, we announced
a unique creative collaboration
with 17-time Grammy Award win-
ning singer Beyonc to work with
us on creating content to engage
Pepsi consumers around the
world. Our brand equity scores are
steadily improving, and we are just
getting started.
Our innovation eforts also have im-
proved substantially. Back in 2007,
we invested to rebuild our R&D ca-
pability in the company. We brought
in outstanding talent and created
new long-term research capabilities.
We increased our investment be-
hind natural sweeteners, disruptive
processes, packaging and nutrition
platforms. We are also teaching
our people how to leverage R&D in
intelligent ways to create platforms
for growth rather than just one-of
line extensions.
We also have taken other major
actions to drive innovation. In 2012,
for the frst time in PepsiCo, we
created a design capability in the
company. Our goal is to use design
in the early stages of innovation ef-
forts to create memorable products
and experiences for our consumers.
We also have put in place a com-
mon stage-gate process to facilitate
data-driven decision making. We
created the capability to lift and shift
ideas across the various countries
within PepsiCo. Examples include
the launch of Lays Do Us A Flavor
Campaign in the U.S. after its suc-
cess in Europe, Asia, South America
and Africa; our continued expansion
in the cookie and biscuits category
in Brazil, Argentina, the Middle East
and the Philippines, building on the
strengths of our Gamesa-Quaker
business in Mexico; and the success
of Quaker Yogurt Bars in the U.S.
after their development in Canada.
Thanks to all these initiatives, at the
end of 2012, innovation from prod-
ucts launched in the past three years
accounted for approximately eight
percent of our net revenue.
Going forward, we intend to con-
tinue to leverage R&D to help us
develop more breakthrough innova-
tion that delivers true incremental
growth and is sustainable. To draw
from creative expertise in every
corner of the world, in 2012 we
opened new R&D centers in Shang-
hai, China; Hamburg, Germany; and
Monterrey, Mexico.
Our global supply chain group has
been working on best practice trans-
fer across our enterprise, bringing in
breakthrough thinking from external
sources to lower our costs and cre-
ate more capacity and fexibility in
our supply chain. We are rigorously
analyzing, auditing and benchmarking
the performance of our facilities and
using what we learn to strengthen
our manufacturing, distribution and
go-to-market capabilities around the
globe. Our environmental sustain-
ability agenda, which includes water,
energy and packaging reductions, has
helped us decrease our costs while
conserving natural resources.
All of these actions, plus scores of
others, have enabled us to double
our historic productivity run rate
starting in 2012, leading to a $3 bil-
lion cost take-out over three years.
We have reduced our cash conver-
sion cycle by nine days in 2012 and
also found ways to reduce our net
capital spending from 5.5 percent
of net revenue in 2010 to 4 percent
of net revenue in 2012, which is
consistent with our long-term capi-
tal spending target of less than or
equal to 5 percent of net revenue.
Going forward, we are well on our
way to harmonizing our global pro-
cesses, master data and IT systems
to increase visibility across the
company, ensure compliance with
all our initiatives, easily measure
our progress and speed up decision
making. We intend to be one of the
most efcient food and beverage
companies in the world.
5. We Are Building a Second-to-
None Team and Culture
In recent years, with our transfor-
mation actions, we truly have asked
a lot of all our associates. It is their
passion, resilience and talent that
have made our progress possible.
To nurture and grow our associates,
enabling them to lead PepsiCo into
the future, we have implemented
award-winning talent and leader-
ship development initiatives. We
also have been recruiting executives
from outside our industry to infuse
fresh thinking and bring new capa-
bilities to our team. Im especially
proud of the work we have done
as a company to build a strong
team of current and future female
leaders. As we continue to focus on
developing world-class talent and
teams, PepsiCo was recognized in
2012 by the Great Place to Work
Institute, which ranked us as one
of the Worlds Best Multinational
Workplaces. In addition, Chief
Executive magazine ranked PepsiCo
as one of the Best Companies for
Leaders in 2012.
One area that deserves mention
is the great courage and humanity
demonstrated by our associates.
In 2012, whether it was in response
to Hurricane Sandy in the U.S., the
fooding in the Philippines, political
unrest and transition in Egypt or
other country-specifc events, our
teams have demonstrated an
unwavering commitment to our
consumers, customers and com-
munities while delivering our
performance goals. There are
countless stories, and I wish I could
tell them all in tribute, because I am
truly proud of our associates and
humbled to be their leader.
6.We Are Delivering on the
Promise of Performance with
Purpose
There is a great deal of activity
in PepsiCo today, all focused on
delivering sustained value. We
have seen what happens when
corporate executives chase short-
term rewards to the exclusion of
the long term. No company can
see itself as simply an engine for
short-term growth and nothing
more. A company operates under
a license from society. Its products
are regulated by public authorities.
The work of modern business
encompasses partnerships with
the public and non-proft sectors.
We were one of the frst contempo-
rary companies to recognize the im-
portant interdependence between
corporations and society when we
articulated our Performance with
Purpose direction back in 2007.
Performance with Purpose is our
goal to deliver sustained fnancial
performance by providing a wide
range of foods and beverages from
treats to healthy eats; fnding inno-
vative ways to minimize our impact
on the environment and lower our
costs through energy and water
conservation, as well as reduced
use of packaging material; provid-
ing a safe and inclusive workplace
for our employees globally; and by
respecting, supporting and investing
in the local communities in which
we operate.
The progress we have made over
the last six yearsand in 2012 in
particularis heartening indeed.
We continued to grow our Good-for-
You oferings, demonstrated leader-
ship in water conservation that was
recognized with the Stockholm
Industry Water Award and the U.S.
Water Prize, and reduced our Lost
Time Injury Rate by 32 percent in
2012. These are but a few examples
of the progress we have made,
progress that has led to our selec-
tion as one of the Worlds Most Ad-
mired Companies by Fortune, one
of its most respected by Barrons and
one of its most ethical by Ethisphere.
I am proud of what we have
achieved in the last several years.
We anticipated many of the envi-
ronmental changes early on and
uniquely and necessarily trans-
formed ourselves while still deliver-
ing strong results. We have accom-
plished a great deal and are on the
right track.
We have clear and decisive plans to
continue to reshape the business
while delivering results. Our key
initiatives have not changed. We will
continue to drive proftable growth
in our developed markets while
continuing to migrate our portfo-
PepsiCo has 22 brands that each generated $1 billion or more in 2012
in estimated annual retail sales:
1GSeries,G2,Propel
2OutsidetheU.S.
3 PepsiCo/Unileverpartnership
4 PepsiCo/Starbuckspartnership
1
2
3
3
4
lio toward attractive high-growth
spaces. We will work to fully realize
the benefts of our complemen-
tary categories, capitalize on our
strengthened and new capabilities,
make every penny a prisoner, fur-
ther invest to develop the skills of
our associates, and most important-
ly, accelerate our work consistent
with Performance with Purpose.
Our current plans reafrm our
commitment to achieving out-
standing results while we continue
our necessary and expansive trans-
formation journey. This journey
will not be easy, but important
work never is.
So, as we navigate our car around
the track, I believe we are very well
positioned to run a great race, in
support of our shareholders today
and for the next generation.
Recently, PepsiCo was referred
to as a company with great charac-
ter. I am sure it is because we have
endured and thrived in challenging
times. I hope it is also because we
have demonstrated the courage
to look beyond the immediate and
our commitment to managing the
company for sustainable long-term
performance, respecting and acting
on the interdependence of corpora-
tions and the societies in which
we operate.
This is the very essence of Perfor-
mance with Purpose. I believe it is
important now more than ever.
Indra K. Nooyi
Chief Executive Ofcer
Mix of Net Revenue Net Revenues
10%
20%
33%
37%
Beverage Food
49%
U.S. Outside U.S.
Division Operating Proft
7%
13%
28%
52%
PepsiCo AMEA 7%
PepsiCo Europe 13%
PepsiCo Americas Beverages 28%
PepsiCo Americas Foods 52%
PepsiCo AMEA 10%
PepsiCo Europe 20%
PepsiCo Americas Beverages 33%
PepsiCo Americas Foods 37%
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013
(MAR)
50
100
150
200
250
Cumulative Total Shareholder Return
ReturnonPepsiCostockinvestment(includingdividends)andtheS&P500
12/00 12/01 12/02 12/03 12/04 12/05 12/06 12/07 12/08 12/09 12/10 12/11 12/12 3/13
1
PepsiCo, Inc. $100 $99 $87 $98 $111 $128 $139 $172 $127 $146 $161 $169 $180 $201
S&P 500
$100 $88 $69 $88 $98 $103 $119 $126 $79 $100 $115 $118 $136 $146
*The return for PepsiCo and the S&P 500 indices are calculated through March 1, 2013.
1
As of March 1, 2013.
PepsiCo, Inc.
S&P 500
49%
Summary of Operations 2012 2011 Chg
(a)
Core net revenue
(b)
$65,492 $65,881 -1%
Core division operating proft
(c)
$10,844 $11,329 -4%
Core total operating proft
(d)
$9,682 $10,368 -7%
Core net income attributable to PepsiCo
(e)
$6,454 $7,035 -8%
Core earnings per share attributable to PepsiCo
(e)
$4.10 $4.40 -7%
Other Data
Management operating cash fow, excluding
certain items
(f)
$7,387 $6,145 20%
Net cash provided by operating activities $8,479 $8,944 -5%
Capital spending $2,714 $3,339 -19%
Common share repurchases $3,219 $2,489 29%
Dividends paid $3,305 $3,157 5%
Long-term debt $23,544 $20,568 14%
PepsiCo, Inc. and Subsidiaries
(Inmillionsexceptpersharedata;allpershareamountsassumedilution)
(a) Percentage changes are based on unrounded amounts.
(b) In 2011, excludes the impact of an extra reporting week. See page 106 Reconciliation of GAAP and
Non-GAAP Information for a reconciliation to the most directly comparable fnancial measure in
accordance with GAAP.
(c) Excludes corporate unallocated expenses, merger and integration charges and restructuring and
impairment charges in both years. In 2012, also excludes restructuring and other charges related
to the transaction with Tingyi. In 2011, also excludes certain inventory fair value adjustments in
connection with our Wimm-Bill-Dann (WBD) and bottling acquisitions and the impact of an
extra reporting week. See page 106 Reconciliation of GAAP and Non-GAAP Information for a
reconciliation to the most directly comparable fnancial measure in accordance with GAAP.
(d) Excludes merger and integration charges, restructuring and impairment charges and the net mark-
to-market impact of our commodity hedges in both years. In 2012, also excludes restructuring and
other charges related to the transaction with Tingyi and a pension lump sum settlement charge. In
2011, also excludes certain inventory fair value adjustments in connection with our WBD and bottling
acquisitions and the impact of an extra reporting week. See page 106 Reconciliation of GAAP and
Non-GAAP Information for a reconciliation to the most directly comparable fnancial measure in
accordance with GAAP.
(e) Excludes merger and integration charges, restructuring and impairment charges and the net mark-
to-market impact of our commodity hedges in both years. In 2012, also excludes restructuring and
other charges related to the transaction with Tingyi, a pension lump sum settlement charge and tax
beneft related to tax court decision. In 2011, also excludes certain inventory fair value adjustments
in connection with our WBD and bottling acquisitions and the impact of an extra reporting week.
See pages 58 and 106 Results of Operations Consolidated Review in Managements Discussion
and Analysis and Reconciliation of GAAP and Non-GAAP Information for reconciliations to the
most directly comparable fnancial measures in accordance with GAAP.
(f) Includes the impact of net capital spending, and excludes discretionary pension and retiree medical
payments, merger and integration payments, restructuring payments and capital expenditures
related to the integration of our bottlers in both years. In 2012, also excludes capital expenditures
related to the Productivity Plan and payments for restructuring and other charges related to the
transaction with Tingyi. See also Our Liquidity and Capital Resources in Managements Discussion
and Analysis. See page 107 Reconciliation of GAAP and Non-GAAP Information for a reconciliation
to the most directly comparable fnancial measure in accordance with GAAP.
Theactions
wetookin
2012wereall
designedto
takeusonestep
furtheronthe
transformation
journeyofour
company.
Indra K. Nooyi
Chief Executive Offcer
Fun-for-You
Our Fun-for-You portfolio includes treats that
are beloved the world over as well as oferings
that are regional favorites.
Better-for-You
Among the foods and beverages in our
Better-for-You portfolio are snacks baked
with lower fat content, snacks with whole
grains, and beverages with fewer or zero
calories and less added sugar.
Good-for-You
Our growing Good-for-You portfolio is
comprised of nutritious foods and beverages
that include fruits, vegetables, whole grains,
low-fat dairy, nuts, seeds and key nutrients
with levels of sodium, sugar and saturated
fat in line with global dietary requirements.
Also included are oferings that provide a
functional beneft, such as addressing the
performance needs of athletes.
We are a leading global snacks
company, with much-loved brands
that include Lays, Doritos, Cheetos
and SunChips.
In many key developed markets,
including the U.S., Canada, the
U.K. and Australia, we are the #1
macrosnack player. In the U.S., for
example, we have 7 of the top 10
product oferings in macrosnacks.
To grow our snacks business,
we have been concentrating our
insights, marketing and innovation
resources behind our powerhouse
brands and key markets. We also
have expanded our snacks portfo-
lio, providing our consumers with
reduced-sodium and baked options.
Our Banner Sun portfolio includes Lays, the #1 snack food brand in the world.
SunChips are tasty multigrain
snacks that provide 18 grams of
whole grains in a one ounce bag.
With bold and unique favors,
Doritos is the worlds leading
corn snack.
A cheesy crunch to lighten up the
day, Cheetos is the global leader
in its category.
Brand Pepsi enables consumers to make the most of the moment and embrace their
individuality with choices that include Pepsi, Pepsi NEXT, Pepsi MAX and Diet Pepsi.
Sierra Mist, our delicious lemon-lime carbonated
soft drink in the U.S., is among our 22 billion-dollar
brands.
How We DEW: Mountain Dew is the #1 favored
carbonated soft drink in measured channels
in the U.S.
Crafted with premium Starbucks cofee beans,
the Starbucks ready-to-drink beverage portfolio
1

delivered double-digit retail sales growth in 2012.
Lipton ready-to-drink tea
2
, the category leader in the
U.S., is refreshing consumers and growing in markets
around the world.
PepsiCo is the leader in Liquid Re-
freshment Beverages in measured
channels in North America. Our
North American beverage business
is large and proftable. It includes
refreshing, great-tasting oferings
that hold the #1 or #2 positions in
most major categories.
Our portfolio also is tremendously
diverse. For more than two de-
cades, we have been increasing the
number of choices we ofer con-
sumers, adding ready-to-drink teas
and cofee drinks, isotonics and
other noncarbonated beverages.
Importantly, we ofer low- or
zero-calorie and smaller-portioned
options, such as 8 ounce cans
(pictured below), for almost every
drink we make. To further help our
consumers manage calories, we
are keenly focused on innovation.
In 2012, we launched Pepsi NEXT, a
game-changer in the cola category.
It delivers real cola taste with 60
percent less sugar than Pepsi-Cola.
In less than 12 months, Pepsi NEXT
achieved more than $100 million in
retail sales.
1PepsiCo/Starbuckspartnership.
2PepsiCo/Unileverpartnership.
We continue to build our portfolio
in fruits and vegetables, grains,
dairy and sports nutrition, strategi-
cally positioning PepsiCo to meet
growing consumer demand for
tasty and convenient nutrition. Our
leading brands include Tropicana,
Quaker, Gatorade and Naked Juice.
Our eforts to grow in the nutri-
tion space are global, as illustrated
by the progress of our Quaker
business. Last year, we increased
Quaker retail sales in the U.K. with
the success of Oats So Simple,
grew Quaker volume in China and
India with breakfast foods custom-
ized for local tastes, and lever-
aged Quakers expertise in Russia
by launching oats under our local
Chudo brand.
Quaker, the most trusted masterbrand in
its breakfast and snacking categories in the
U.S., grew volume in markets around the globe.
Tropicana innovation includes premium
packaging, Tropicana Farmstand in the U.S.
and the 2013 launch of Trop 50 in the U.K.
Gatorade, the clear leader in the sports
nutrition category, is poised to continue
its global expansion in 2013.
Naked Juice is one of our strongest growth
performers and in 2012, grew net revenue
21 percent over 2011.
Over the past fve years, we have
deliberately invested for growth in
emerging and developing markets.
We are now the #1 food and
beverage business in Russia, India
and the Middle East. We are the
#2 food and beverage business in
Mexico, where we have a strong
position in macrosnacks and have
increased the scale of our Mexican
beverage business under a new
joint venture. We are also among
the top 5 food and beverage busi-
nesses in Brazil, Turkey and many
other markets.
In 2006, emerging and developing
markets accounted for 24 percent
of PepsiCo net revenue; in 2012,
they represented 35 percent.
35%
PErCENTaGE Of NET rEvENuE
frOm EmErGiNG & DEvElOPiNG
markETS
24%
2012
2006
1Organicresultsarenon-GAAPfnancialmeasuresthatexcludecertainitems.Seepage60forareconcili-
ationtothemostdirectlycomparablefnancialmeasureinaccordancewithGAAP.
In 2012, we continued our focus on
accelerating the benefts of One
PepsiCo, leveraging our strong po-
sitions in both foods and beverages
to become a more efcient and
efective company.
Having a common supply chain and
sharing infrastructure has enabled
us to decrease costs. The expertise
we have developed in lifting and
shifting best practices has helped
us to improve our performance
in how we make, move and go to
market with our foods and bever-
ages. Our broad portfolio continues
to attract world-class talent.
Above all, being an integrated food
and beverage company enables
us to better serve our consumers
and retail customers. We provide
unique value to them through pro-
grams, promotions and merchan-
dizing across our categories, often
with partners such as the National
Football League and Major League
Baseball.
In 2012, we partnered with Taco Bell to introduce
Doritos Locos Tacos, the restaurants biggest suc-
cess in its 50-year history. In nine months alone, Taco
Bell sold 325 million Doritos Locos Tacos. We are
building on this success with Cool Ranch-favored
Doritos Locos Tacos and the launch of Mountain
Dew Baja Blast Freeze. The pairing of the Doritos
and Mountain Dew brands is a powerful demonstra-
tion of One PepsiCo: In the U.S. convenience channel,
Doritos is the number one salty snack, while Moun-
tain Dew is the number one single-serve carbonated
soft drink.
In 2012, we signifcantly stepped
up our advertising and marketing
investments, with a focus on 12
megabrands: in beverages, Pepsi,
Mountain Dew, Sierra Mist (in the
U.S.) and 7UP (outside the U.S.),
Lipton ready-to-drink teas and
Mirinda; in snacks, Lays, Doritos,
Cheetos and SunChips; and in
our nutrition business, Quaker,
Tropicana and Gatorade.
We launched bold new brand
positioning with our global Pepsi
Live for Now campaign and fresh
Tropicana messaging in North
America and Europe; upped our
game in digital marketing with the
Lipton Brisk Star Wars game app
for mobile phones; and placed frst
on the Ad Meter rankings for Super
Bowl XLVI with Doritos fan-created
commercials.
In 2012, Pepsis frst global campaign, Live for
Now, engaged millions of consumers through music,
sports, social media and other consumer touch
points. In December, we announced a unique creative
collaboration with 17-time Grammy Award winning
singer Beyonc to work with us on engaging content
for Pepsi consumers. As we launch Live for Now
around the world, we are customizing it for our
local markets, while staying true to the brand
position of living in the moment. In the Middle East,
the campaign is called Yalla Now and in India,
Oh Yes Abhi.
Accelerating innovation is a key pri-
ority for PepsiCo. We have invested
in Research & Development and
built new capabilities to help us de-
velop breakthrough innovation that
delivers sustainable incremental
growth. Innovation from products
launched in the past three years
accounted for approximately eight
percent of our net revenue in 2012.
research &
Development
In the last fve years, we have
transformed the R&D organization
at PepsiCo to create a global
network, develop strong core
research capabilities and build
deep scientifc skills. Our R&D
team includes experts from a wide
range of scientifc disciplines who
help keep PepsiCo on the leading
edge of our industry. The team
is focused on delivering science-
backed innovation to meet
consumer needs and grow our
businesses.
GlOBal CENTErS
PepsiCos new food and beverage
innovation center in Shanghai will
serve as a hub for new product,
packaging and equipment inno-
vation for PepsiCos businesses
throughout Asia and, more broadly,
will partner with PepsiCos R&D
centers globally.
Our new R&D center in Hamburg,
Germany will play a leading role in
our global research and innovation
focused on fruits and vegetables.
In 2013, we will inaugurate our
Global Baking Innovation and Nutri-
tion Center. Located in Monterrey,
Mexico, it will focus on baked
snacks innovation that can be
adapted globally.
SHANGHAI
HAMBURG
MONTERREY
As a company doing business in
more than 200 countries and terri-
tories, diversity and inclusion have
never been more vital to our suc-
cess. Being as diverse as our con-
sumers enables us to understand,
frsthand, how to meet their needs.
A safe and inclusive workplace
that values diferent perspectives
builds employee engagement,
fosters creativity and fuels innova-
tion. The vignettes below ofer but
a few examples of how PepsiCo
both supports and benefts from
diversity and inclusion.
GROWING THE NUMBER Of
WOMEN LEADERS
We are committed to increasing
the number of women leaders
within PepsiCo through recruiting
and development initiatives
around the world. In our Asia,
Middle East and Africa sector, for
example, the percentage of newly
hired or promoted executives who
are women exceeds 50 percent.
Tailored programs enable progress:
In Saudi Arabia, we have construct-
ed workplaces that respect local
customs while enabling women to
work and advance. Our Saudi team
includes 25 women hired in 2011
and 2012 in both management and
front-line roles.
TAkING A STAND fOR EqUALITy
As a global company, PepsiCo
works in countries with a broad
array of laws and regulations.
Regardless of where we oper-
ate, PepsiCo takes great care to
respect the diversity, talents and
abilities of all.
At PepsiCo, we defne diversity
as all the unique characteristics
that make up each of us: personal-
ity, lifestyle, thought processes,
work experience, ethnicity, race,
color, religion, gender, gender
identity, sexual orientation,
marital status, age, national origin,
disability, veteran status, or other
diferences.
RECRUITING VETERANS
TO OUR COMPANy
Our eforts to recruit U.S. military
veterans to PepsiCo have earned us
a place on the G.I. Jobs ranking of
Top 100 Military Friendly Employers.
Only the top two percent of thou-
sands of eligible companies make
the Top 100 ranking. On the 2013
list, PepsiCo is the only food and
beverage company in the top 50.
CREATING OPPORTUNITIES fOR
DIffERENTLy-ABLED PEOPLE
Our PepsiCo Mexico Foods as well
as our Middle East business exem-
plify how PepsiCo creates opportu-
nities for diferently-abled people.
Both of these businesses have
developed strong track records
for hiring and developing the
talents of people with hearing
impairments. The accomplishments
of these associates are a source of
pride for our entire company.
SUPPORTING OUR LOCAL
COMMUNITIES
We believe we have a responsibility
to the communities where we op-
erate. Our U.K. team, for example,
partners with a charity called Magic
Breakfast to help alleviate hunger.
Thanks to this partnership, which
is supported by our Quaker and
Tropicana businesses, about 6,000
children in the U.K. begin their day
with a nutritious breakfast.
Every day, PepsiCo associates
show their passion for the busi-
ness. During challenging times,
our associates have demonstrated
great courage. When Hurricane
Sandy brought terrible devastation
to the Eastern U.S., teams of
PepsiCo associates worked tire-
lessly to help communities in New
York and New Jersey. In the Philip-
pines, when heavy monsoon rains
and a typhoon caused fooding in
Manila, our associates took action,
providing aid to those in need.
And through political unrest and
transition, our associates in Egypt
safely kept our business on track.
With their unwavering dedication
to our consumers, customers
and communities, our PepsiCo
associates around the world are
second to none. We thank and
salute them.
A PepsiCo advertisement, used as part of our recruiting eforts, features
women associates in our Asia, Middle East and Africa sector: (left to right)
Stephanie Lewis (nutrition manager), Shaima Al Awadhi (commercial man-
agement trainee) and Khushnuma Panthaki (communications coordinator).
Performance with Purpose under-
pins our goal to deliver long-term,
sustainable fnancial performance.
It guides our strategy and opera-
tions, with a focus on Human Sus-
tainability, Environmental Sustain-
ability and Talent Sustainability.
Human Sustainability means pro-
viding a wide range of foods and
beverages, from treats to healthy
eats. Our eforts to increase
choices for our consumers include
reducing levels of fat, sodium
and added sugar in many of our
treats. At the same time, we have
expanded our portfolio to provide
consumers with convenient foods
and beverages that support their
daily nutrition requirements.
We have made signifcant progress
in expanding our portfolio: In the
U.S., for example, low- or zero-
calorie beverages, active hydration
oferings and juices collectively
comprised 49 percent of our 2012
beverage volume.
Environmental Sustainability
means fnding innovative ways to
cut costs and minimize our impact
on the environment through en-
ergy and water conservation and
reduction of packaging volume.
Last year, we announced that we
achieved our water reduction goal
to improve global operational
water-use efciency by 20 percent
per unit of production four years
ahead of schedule. We also met
our goal to provide access to safe
water to three million people in
2012three years ahead of plan
through the eforts of the PepsiCo
Foundation. In recognition of our
comprehensive approach to water
stewardship, including our eforts
throughout our business opera-
tions, our work in the communities
In 2012, we decreased our Lost Time
Injury Rate by 32 percent compared
to 2011.
We have reduced the packaging weight
of our products by more than 350
million pounds over the last fve years.
We achieved our goalfour years
ahead of scheduleto improve global
operational water-use efciency by
20 percent per unit of production by
2015, compared to a 2006 baseline.
Low- or zero-calorie beverages,
active hydration oferings
and juices collectively comprised
49 percent of our 2012 U.S.
beverage volume.
where we operate, and our con-
tinued leadership on the issue,
PepsiCo was honored with the
prestigious 2012 Stockholm Indus-
try Water Award.
To help guide our agricultural
operations, we developed and
are piloting a leading framework
for sustainable agriculture that
engages growers, helps measure
on-farm progress and leverages
our scale to share best practices
for improvement.
At the end of last year, Frito-Lay
North America had nearly 200
electric trucks deployed in the
U.S.; the business has the largest
commercial feet of all-electric
delivery trucks in the country.
Through 2012, we exceeded by
more than 20 percent our goal
to reduce the packaging weight
of our products by 350 million
pounds over the last fve years,
primarily in our beverage bottles.
Talent Sustainability means invest-
ing in our associates to help them
succeed; providing a safe and
inclusive workplace globally; and
respecting, supporting and invest-
ing in the local communities where
we operate.
In all of our markets, we are devel-
oping the talent of associates, pre-
paring them to lead PepsiCo into
the future. Through PepsiCo Uni-
versity and online courses ofered
by our global functions, more than
8,000 of our associates completed
more than 11,500 courses in 2012.
The professional development we
ofer our associates enables them
to develop the skills, capabilities
and mindsets needed to drive sus-
tainable fnancial performance and
value creation.
We also have been recognized ex-
ternally for our leadership in using
social media sites, such as LinkedIn
and Twitter, to recruit great talent
to our company.
And in Health and Safety, we de-
creased our Lost Time Injury Rate
by 32 percent compared to 2011.
The Stockholm International Water
Institute awarded PepsiCo the 2012
Stockholm Industry Water Award.
Victor J. Dzau, M.D.
Chancellor for Health
Afairs, Duke University;
President and Chief
Executive Ofcer, Duke
University Health System
67.Elected2005.
Ian M. Cook
Chairman, President and
Chief Executive Ofcer,
Colgate-Palmolive
Company
60.Elected2008.
Sharon Percy
Rockefeller
President and Chief
Executive Ofcer,
WETA Public Stations
68.Elected1986.
Daniel Vasella, M.D.
Former Chairman and
Novartis AG
59.Elected2002.
Dina Dublon
Former Executive Vice
President and Chief
Financial Ofcer,
JPMorgan Chase & Co.
59.Elected2005.
Ray L. Hunt
Chairman, President and
Hunt Consolidated, Inc.
69.Elected1996.
James J. Schiro
Former Chief Executive
Ofcer, Zurich Financial
Services
67.Elected2003.
Shona L. Brown
Senior Advisor,
Google Inc.
47.Elected2009.
George W. Buckley
Chairman, Arle
Capital LLP
66.Elected2012.
Lloyd G. Trotter
Managing Partner,
GenNx360 Capital
Partners
67.Elected2008.
Indra k. Nooyi
Chairman and Chief
Executive Ofcer,
PepsiCo
57.Elected2001.
Alberto Weisser
Chairman and Chief
Executive Ofcer,
Bunge Limited
57.Elected2011.
Alberto Ibargen
President and Chief
Executive Ofcer,
John S. and James L.
Knight Foundation
69.Elected2005.
Shown in photo, left to right:
Zein Abdalla
President, PepsiCo
Saad Abdul-Latif
PepsiCo Asia, Middle
East and Africa
Albert P. Carey
PepsiCo Americas
Beverages
Brian C. Cornell
PepsiCo Americas Foods
Marie T. Gallagher
Senior Vice President
and Controller, PepsiCo
Thomas R. Greco
Executive Vice President,
PepsiCo; President,
Frito-Lay North America
Enderson Guimaraes
PepsiCo Europe
Hugh f. Johnston
Executive Vice President
and Chief Financial
Ofcer, PepsiCo
Mehmood khan
PepsiCo Chief Scientifc
Ofcer, Global Research
and Development
Indra k. Nooyi
Chairman and Chief
Executive Ofcer,
PepsiCo
Larry Thompson
Government Afairs,
General Counsel and
Corporate Secretary
Cynthia M. Trudell
Human Resources and
Chief Human Resources
Ofcer, PepsiCo

Shown in photo, left to
right: AlbertCarey,
ZeinAbdalla,Mehmood
Khan,BrianCornell,James
Wilkinson,SaadAbdul-Latif,
CynthiaTrudell,Larry
Thompson,HughJohnston,
EndersonGuimaraes,and
IndraNooyi
PepsiCo Executive Off icers
1
1PepsiCoExecutiveOffcerssubjecttoSection16oftheSecuritiesExchange
Actof1934ofMarch8,2013.
Managements Discussion and Analysis

Our Business
Executive Overview 36
Our Operations 37
Our Customers 39
Our Distribution Network 39
Our Competition 39
Other Relationships 40
Our Business Risks 40
Our Critical Accounting Policies
Revenue Recognition 49
Goodwill and Other Intangible Assets 50
Income Tax Expense and Accruals 51
Pension and Retiree Medical Plans 52
Our Financial Results
Items Affecting Comparability 54
Results of Operations Consolidated Review 56
Results of Operations Division Review 59
Frito-Lay North America 60
Quaker Foods North America 61
Latin America Foods 62
PepsiCo Americas Beverages 63
Europe 64
Asia, Middle East and Africa 65
Our Liquidity and Capital Resources 66
Consolidated Statement of Income 68
Consolidated Statement of
Comprehensive Income 69
Consolidated Statement of Cash Flows 70
Consolidated Balance Sheet 72
Consolidated Statement of Equity 73
Notes to Consolidated Financial Statements
Note1 Basis of Presentation and Our Divisions 74
Note2 Our Significant Accounting Policies 78
Note3 Restructuring, Impairment and
Integration Charges 80
Note4 Property, Plant and Equipment and
Intangible Assets 81
Note5 Income Taxes 84
Note6 Stock-Based Compensation 85
Note7 Pension, Retiree Medical and Savings Plans 87
Note8 Related Party Transactions 93
Note9 Debt Obligations and Commitments 93
Note10 Financial Instruments 95
Note11 Net Income Attributable to PepsiCo
per Common Share 97
Note12 Preferred Stock 98
Note13 Accumulated Other Comprehensive Loss
Attributable to PepsiCo 98
Note14 Supplemental Financial Information 98
Note15 Acquisitions and Divestitures 99
Managements Responsibility for
Financial Reporting 100
Managements Report on Internal Control
Over Financial Reporting 101
Report of Independent Registered Public
Accounting Firm 102
Selected Financial Data 103
Reconciliation of GAAP and Non-GAAP
Information 105
Glossary 108
Financials
Our discussion and analysis is an integral part of our consoli-
dated financial statements and is provided as an addition to,
and should be read in connection with, our consolidated finan-
cial statements and the accompanying notes. Definitions of
key terms can be found in the glossary beginning on page108.
Tabular dollars are presented in millions, except per share
amounts. All per share amounts reflect common per share
amounts, assume dilution unless otherwise noted, and are
based on unrounded amounts. Percentage changes are based
on unrounded amounts.
Our Business
Executive Overview
We are a leading global food and beverage company with
brands that are respected household names throughout the
world. Through our operations, authorized bottlers, contract
manufacturers and other partners, we make, market, sell and
distribute a wide variety of convenient and enjoyable foods
and beverages, serving customers and consumers in more
than 200 countries and territories.
Our management monitors a variety of key indicators to
evaluate our business results and financial condition. These
indicators include market share, volume, net revenue, oper-
ating profit, management operating cash flow, earnings per
share and return on invested capital.
During 2012 we undertook a number of significant initia-
tives that we believe will position us for future success. These
initiatives included increasing investment in our iconic global
brands; stepping up our innovation program and launching
new products like Pepsi Next; and implementing a multi-year
productivity program that resulted in over $1 billion in savings
last year alone. We successfully completed these initiatives
while returning $6.5 billion to shareholders through repur-
chases and dividends during 2012.
As we look to 2013 and beyond, we are focused on position-
ing our Company for long-term advantage and growth while
continuing to deliver strong and consistent financial results.
Our business strategies are designed to address key chal-
lenges facing our industry, including increasing consumer and
government focus on health and wellness, demographic shifts
and retail trade consolidation, and macroeconomic uncer-
tainty and commodity price volatility. We believe that many
of these challenges create new opportunities for growth for
our Company. For example, we expect that the acceleration
of the convenience trend will drive continued growth in the
demand for convenient foods and beverages worldwide. In
addition, the favorable outlook in emerging and developing
markets creates opportunities for growth in all of our products
in those markets. We believe that there are also potential new
categories of expansion for us in the global food and beverage
marketplace, such as Good-for-You and premium priced prod-
ucts, products for aging populations and value offerings. In
order to address these challenges and capitalize on these
opportunities, we plan to do the following:
Reinforce our existing value drivers.
We will continue to refocus our efforts on key global brands
and categories in our most important developed markets to
drive profitable growth. We believe that concentrating our
insights, marketing and innovation resources behind our most
significant brands in key markets will enable us to reinforce
our existing competitive advantages resulting from our go-to-
market systems and strong brands, particularly with respect
to snacks, and continue to grow demand and market share.
Migrate our portfolio towards attractive high growth
categories and markets.
We plan to build on our existing efforts in the Good-for-You
space to continue to grow our nutrition business by growing
our most admired existing nutrition brands, including Quaker,
Tropicana and Gatorade. Our efforts to capitalize on the grow-
ing consumer demand for convenient nutrition are global.
We are also working to unlock opportunities in new product
categories through our dairy business in Russia and our Mller
Quaker Dairy joint venture in the United States, our Sabra dips
joint venture and our Stacys baked grain snack business.
We believe emerging and developing markets represent
another very attractive high growth space for PepsiCo.
Economic growth in these markets is lifting consumer income
levels and driving urban lifestyles, which is in turn increas-
ing demand for convenient foods and beverages. We expect
to continue to invest aggressively for advantaged growth in
emerging and developing markets, such as through tuck-in
acquisitions like Mabel cookies in Brazil and through strate-
gic partnerships to improve scale and performance such as
our partnership with Tingyi (Cayman Islands) Holding Corp.
(Tingyi) in China.
Accelerate the benefts of Power of One.
We are focused on continuing to drive cost savings and other
productivity enhancements derived from our complemen-
tary food and beverage portfolio, which benefit both our top
and bottom line. For example, we realize significant benefits
from our cost scale across our portfolio. We also capture
productivity benefits by applying a common set of best-in-
class processes, technologies and best practices across our
businesses around the globe. In addition, the complementary
nature of our categories allows us to drive commercial activi-
ties across food and beverage to accelerate our growth within
particular markets.
Harmonize internal processes and aggressively build
out new capabilities.
To be successful in an increasingly competitive environment,
we must effectively implement our global operating model
and aggressively build out new capabilities. We are leveraging
the expertise of our marketing and innovation teams across
the Company. We plan to increase the use of global marketing
campaigns for our iconic global brands, such as the Live for
Now campaign for Pepsi to create a more consistent brand
experience for consumers around the world. We also expect
to continue to increase our investment behind sweeteners
and other research and development initiatives. In addition,
we are investing in packaging and other innovations, includ-
ing through the creation of a new design group. Other global
processes, such as master data and information technology
systems, are also being harmonized to increase efficiency
across the Company and speed decision-making.
Build and retain top talent.
Our continued growth and our ability to effectively respond
to a rapidly changing environment requires us to develop
and retain talented associates. To address this need, we have
implemented award-winning talent and leadership initiatives
and plan to continue to recruit from outside our industry to
infuse fresh thinking and bring complementary capabilities to
our team.
Deliver on the promise of Performance with Purpose.
Performance with Purpose is our vision to succeed in the long
term by creating sustained value. PepsiCo was again recog-
nized for its leadership in this area in 2012 by earning a place
on the prestigious Dow Jones Sustainability World Index for
the sixth consecutive year and on the North America Index for
the seventh consecutive year. We plan to continue delivering
on this vision by offering a wide range of product choices,
finding innovative ways to cut costs and minimize our impact
on the environment, providing a safe and inclusive workplace
and respecting and investing in the communities in which
we operate.
Our Operations
We are organized into four business units, as follows:
1) PepsiCo Americas Foods, which includes Frito-Lay North
America (FLNA), Quaker Foods North America (QFNA) and
all of our Latin American food and snack businesses(LAF);
2) PepsiCo Americas Beverages (PAB), which includes
all of our North American and Latin American bever-
age businesses;
3) PepsiCo Europe, which includes all beverage, food and
snack businesses in Europe and South Africa; and
4) PepsiCo Asia, Middle East and Africa (AMEA), which
includes all beverage, food and snack businesses in AMEA,
excluding South Africa.
Our four business units are comprised of six reportable seg-
ments (also referred to as divisions), as follows:
FLNA,
QFNA,
LAF,
PAB,
Europe, and
AMEA.
See Note 1 to our consolidated financial statements for
financial information about our divisions and geographic areas.
Either independently or in conjunction with third-party part-
ners, FLNA makes, markets, sells and distributes branded
snack foods. These foods include Lays potato chips, Doritos
tortilla chips, Cheetos cheese flavored snacks, Tostitos tortilla
chips, branded dips, Ruffles potato chips, Fritos corn chips
and Santitas tortilla chips. FLNAs branded products are sold
to independent distributors and retailers. In addition, FLNAs
joint venture with Strauss Group makes, markets, sells and
distributes Sabra refrigerated dips and spreads.
Quaker Foods North America
ners, QFNA makes, markets, sells and distributes cereals, rice,
pasta, dairy and other branded products. QFNAs products
include Quaker oatmeal, Aunt Jemima mixes and syrups,
Quaker Chewy granola bars, Quaker grits, Capn Crunch cereal,
Life cereal, Quaker rice cakes, Rice-A-Roni side dishes, Near
East side dishes and Pasta Roni side dishes. These branded
products are sold to independent distributors and retailers.
Latin America Foods
ners, LAF makes, markets, sells and distributes a number of
snack food brands including Marias Gamesa, Cheetos, Doritos,
Ruffles, Emperador, Saladitas, Elma Chips, Rosquinhas Mabel,
Sabritas and Tostitos, as well as many Quaker-branded cereals
and snacks. These branded products are sold to independent
distributors and retailers.
PepsiCo Americas Beverages
ners, PAB makes, markets, sells and distributes beverage
concentrates, fountain syrups and finished goods under vari-
ous beverage brands including Pepsi, Mountain Dew, Gatorade,
Diet Pepsi, Aquafina, 7UP (outside the U.S.), Diet Mountain
Dew, Tropicana Pure Premium, Sierra Mist and Mirinda. PAB
also, either independently or in conjunction with third-party
partners, makes, markets and sells ready-to-drink tea and
coffee products through joint ventures with Unilever (under
the Lipton brand name) and Starbucks. Further, PAB manufac-
tures and distributes certain brands licensed from DrPepper
Snapple Group, Inc. (DPSG), including Dr Pepper and Crush,
and certain juice brands licensed from Dole Food Company,
Inc. PAB operates its own bottling plants and distribution
facilities and sells branded finished goods directly to inde-
pendent distributors and retailers. PAB also sells concentrate
and finished goods for our brands to authorized independent
bottlers, who in turn also sell our brands as finished goods to
independent distributors and retailers in certain markets.
PABs volume reflects sales to its independent distributors
and retailers, as well as the sales of beverages bearing our
trademarks that bottlers have reported as sold to independent
distributors and retailers. Bottler case sales (BCS) and con-
centrate shipments and equivalents (CSE) are not necessarily
equal during any given period due to seasonality, timing of
product launches, product mix, bottler inventory practices and
other factors. While our revenues are not entirely based on
BCS volume, as there are independent bottlers in the supply
chain, we believe that BCS is a valuable measure as it quanti-
fies the sell-through of our products at the consumer level.
additional information about our acquisitions of The Pepsi
Bottling Group (PBG) and PepsiAmericas, Inc. (PAS) in 2010.
Europe
ners, Europe makes, markets, sells and distributes a number of
leading snack foods including Lays, Walkers, Doritos, Cheetos
and Ruffles, as well as many Quaker-branded cereals and
snacks, through consolidated businesses as well as through
noncontrolled affiliates. Europe also, either independently
or in conjunction with third-party partners, makes, markets,
sells and distributes beverage concentrates, fountain syrups
and finished goods under various beverage brands includ-
ing Pepsi, Pepsi Max, 7UP, Diet Pepsi and Tropicana. These
branded products are sold to authorized bottlers, independent
distributors and retailers. In certain markets, however, Europe
operates its own bottling plants and distribution facilities.
Europe also, either independently or in conjunction with third-
party partners, makes, markets and sells ready-to-drink tea
products through an international joint venture with Unilever
(under the Lipton brand name). In addition, Europe makes,
markets, sells and distributes a number of leading dairy prod-
ucts including Domik v Derevne, Chudo and Agusha.
Europe reports two measures of volume. Snacks volume
is reported on a system-wide basis, which includes our own
sales and the sales by our noncontrolled affiliates of snacks
bearing Company-owned or licensed trademarks. Beverage
volume reflects Company-owned or authorized bottler sales
of beverages bearing Company-owned or licensed trade-
marks to independent distributors and retailers (see PepsiCo
Americas Beverages above). In 2011, we acquired Wimm-Bill-
Dann Foods OJSC (WBD), Russias leading branded food and
beverage company. WBDs portfolio of products is included
within Europes snacks or beverage reporting, depending on
product type.
additional information about our acquisitions of WBD in 2011
and PBG and PAS in 2010.
Asia, Middle East and Africa
ners, AMEA makes, markets, sells and distributes a number
of leading snack food brands including Lays, Chipsy, Kurkure,
Doritos, Cheetos and Smiths through consolidated businesses
as well as through noncontrolled affiliates. Further, either
independently or in conjunction with third-party partners,
AMEA makes, markets and sells many Quaker-branded cereals
and snacks. AMEA also makes, markets, sells and distributes
beverage concentrates, fountain syrups and finished goods
under various beverage brands including Pepsi, Mirinda, 7UP,
Mountain Dew, Aquafina and Tropicana. These branded prod-
ucts are sold to authorized bottlers, independent distributors
and retailers. However, in certain markets, AMEA operates
its own bottling plants and distribution facilities. AMEA also,
either independently or in conjunction with third-party part-
ners, makes, markets and sells ready-to-drink tea products
through an international joint venture with Unilever (under the
Lipton brand name). Further, AMEA licenses co-branded juice
products to third-party partners through a strategic alliance
with Tingyi under the House of Tropicana brand name. AMEA
reports two measures of volume (see Europe above).
additional information about our transaction with Tingyi
in 2012.
Our Customers
Our primary customers include wholesale distributors, food-
service distributors, grocery stores, convenience stores, mass
merchandisers, membership stores and authorized indepen-
dent bottlers. We normally grant our independent bottlers
exclusive contracts to sell and manufacture certain beverage
products bearing our trademarks within a specific geographic
area. These arrangements provide us with the right to charge
our independent bottlers for concentrate, finished goods and
Aquafina royalties and specify the manufacturing process
required for product quality.
Since we do not sell directly to the consumer, we rely on
and provide financial incentives to our customers to assist in
the distribution and promotion of our products. For our inde-
pendent distributors and retailers, these incentives include
volume-based rebates, product placement fees, promotions
and displays. For our independent bottlers, these incentives
are referred to as bottler funding and are negotiated annually
with each bottler to support a variety of trade and consumer
programs, such as consumer incentives, advertising support,
new product support, and vending and cooler equipment
placement. Consumer incentives include coupons, pricing
discounts and promotions, and other promotional offers.
Advertising support is directed at advertising programs and
supporting independent bottler media. New product support
includes targeted consumer and retailer incentives and direct
marketplace support, such as point-of-purchase materials,
product placement fees, media and advertising. Vending and
cooler equipment placement programs support the acquisition
and placement of vending machines and cooler equipment.
The nature and type of programs vary annually.
Retail consolidation and the current economic environment
continue to increase the importance of major customers.
In 2012, sales to Wal-Mart Stores, Inc. (Wal-Mart) including
Sams Club (Sams), represented approximately 11% of our
total net revenue. Our top five retail customers represented
approximately 30% of our 2012 North American (United
States and Canada) net revenue, with Wal-Mart (including
Sams) representing approximately 17%. These percentages
include concentrate sales to our independent bottlers which
were used in finished goods sold by them to these retailers.
Our Distribution Network
Our products are brought to market through direct-store-
delivery (DSD), customer warehouse and distributor networks.
The distribution system used depends on customer needs,
product characteristics and local trade practices.
Direct-Store-Delivery
We, our independent bottlers and our distributors operate
DSD systems that deliver snacks and beverages directly to
retail stores where the products are merchandised by our
employees or our bottlers. DSD enables us to merchandise
with maximum visibility and appeal. DSD is especially well-
suited to products that are restocked often and respond to
in-store promotion and merchandising.
Customer Warehouse
Some of our products are delivered from our manufacturing
plants and warehouses to customer warehouses and retail
stores. These less costly systems generally work best for prod-
ucts that are less fragile and perishable, have lower turnover,
and are less likely to be impulse purchases.
Distributor Networks
We distribute many of our products through third-party dis-
tributors. Third-party distributors are particularly effective
when greater distribution reach can be achieved by including
a wide range of products on the delivery vehicles. For exam-
ple, our foodservice and vending business distributes snacks,
foods and beverages to restaurants, businesses, schools and
stadiums through third-party foodservice and vending dis-
tributors and operators.
Our Competition
Our businesses operate in highly competitive markets. Our
beverage, snack and food brands compete against global,
regional, local and private label manufacturers and other value
competitors. In many countries in which we do business, The
Coca-Cola Company is our primary beverage competitor.
Other food and beverage competitors include, but are not lim-
ited to, Nestl S.A., Danone, DPSG, Kellogg Company, General
Mills, Inc. and Mondelz International, Inc. In many markets,
we compete against numerous regional and local companies.
Many of our snack and food brands hold significant lead-
ership positions in the snack and food industry worldwide.
However, The Coca-Cola Company has significant CSD share
advantage in many markets outside the United States.
Our beverage, snack and food brands compete on the basis
of price, quality, product variety and distribution. Success in
this competitive environment is dependent on effective pro-
motion of existing products, the introduction of new products
and the effectiveness of our advertising campaigns, marketing
programs, product packaging, pricing, increased efficiency in
production techniques and brand and trademark development
and protection. We believe that the strength of our brands,
innovation and marketing, coupled with the quality of our
products and flexibility of our distribution network, allows us
to compete effectively.
Other Relationships
Certain members of our Board of Directors also serve on
the boards of certain vendors and customers. Those Board
members do not participate in our vendor selection and nego-
tiations nor in our customer negotiations. Our transactions
with these vendors and customers are in the normal course of
business and are consistent with terms negotiated with other
vendors and customers. In addition, certain of our employees
serve on the boards of Pepsi Bottling Ventures LLC and other
affiliated companies of PepsiCo and do not receive incremen-
tal compensation for their Board services.
Our Business Risks
Forward-Looking Statements
This Annual Report contains statements reflecting our views
about our future performance that constitute forward-
looking statements within the meaning of the Private
Securities Litigation Reform Act of 1995 (the Reform Act).
Statements that constitute forward-looking statements within
the meaning of the Reform Act are generally identified through
the inclusion of words such as believe, expect, intend,
estimate, project, anticipate, will or similar statements
or variations of such words and other similar expressions. All
statements addressing our future operating performance,
and statements addressing events and developments that
we expect or anticipate will occur in the future, are forward-
looking statements within the meaning of the Reform Act.
These forward-looking statements are based on currently
available information, operating plans and projections about
future events and trends. They inherently involve risks and
uncertainties that could cause actual results to differ materially
from those predicted in any such forward-looking statements.
Investors are cautioned not to place undue reliance on any
such forward-looking statements, which speak only as of the
date they are made. We undertake no obligation to update
any forward-looking statement, whether as a result of new
information, future events or otherwise. The discussion of risks
below and elsewhere in this report is by no means all inclusive
but is designed to highlight what we believe are important
factors to consider when evaluating our future performance.
Demand for our products may be adversely affected by
changes in consumer preferences and tastes or if we are
unable to innovate or market our products effectively.
We are a global food and beverage company operating in
highly competitive categories and rely on continued demand
for our products. To generate revenues and profits, we must
sell products that appeal to our customers and to consum-
ers. Any significant changes in consumer preferences or any
inability on our part to anticipate or react to such changes
could result in reduced demand for our products and erosion
of our competitive and financial position. Our success depends
on: our ability to anticipate and respond to shifts in consumer
trends, including increased demand for products that meet
the needs of consumers who are increasingly concerned with
health and wellness; our product quality; our ability to extend
our portfolio of convenient foods in growing markets; our abil-
ity to develop new products that are responsive to consumer
preferences, including our Fun-for-You, Better-for-You and
Good-for-You products; and our ability to respond to competi-
tive product and pricing pressures. For example, our growth
rate may be adversely affected if we are unable to maintain
or grow our current share of the liquid refreshment beverage
market in North America, or our current share of the snack
market globally, or if demand for our products does not grow
in emerging and developing markets.
In general, changes in product category consumption or
consumer demographics could result in reduced demand for
our products. Consumer preferences may shift due to a vari-
ety of factors, including the aging of the general population;
consumer concerns regarding the health effects of ingredi-
ents such as sodium, sugar or other product ingredients or
attributes; changes in social trends that impact travel, vacation
or leisure activity patterns; changes in weather patterns or
seasonal consumption cycles; negative publicity (whether or
not valid) resulting from regulatory action or litigation against
us or other companies in our industry; a downturn in eco-
nomic conditions; or taxes that would increase the cost of
our products to consumers. Any of these changes may reduce
consumers willingness to purchase our products. See also
Changes in the legal and regulatory environment could limit
our business activities, increase our operating costs, reduce
demand for our products or result in litigation., Our finan-
cial performance could suffer if we are unable to compete
effectively., Unfavorable economic conditions may have an
adverse impact on our business results or financial condition.
and Any damage to our reputation could have a material
adverse effect on our business, financial condition and results
of operations.
Our continued success is also dependent on our product
innovation, including maintaining a robust pipeline of new
products and improving the quality of existing products,
and the effectiveness of our product packaging, advertising
campaigns and marketing programs, including our ability to
successfully adapt to a rapidly changing media environment,
such as through use of social media and online advertising
campaigns and marketing programs. Although we devote
significant resources to the actions mentioned above, there
can be no assurance as to our continued ability to develop
and launch successful new products or variants of existing
products or to effectively execute advertising campaigns and
marketing programs. In addition, both the launch and ongoing
success of new products and advertising campaigns are inher-
ently uncertain, especially as to their appeal to consumers. Our
failure to make the right strategic investments to drive innova-
tion or successfully launch new products or variants of existing
products could decrease demand for our existing products by
negatively affecting consumer perception of existing brands,
as well as result in inventory write-offs and other costs.
Changes in the legal and regulatory environment could
limit our business activities, increase our operating costs,
reduce demand for our products or result in litigation.
The conduct of our businesses, including the production, stor-
age, distribution, sale, advertising, marketing, labeling, health
and safety practices, transportation and use of many of our
products, are subject to various laws and regulations adminis-
tered by federal, state and local governmental agencies in the
United States, as well as to laws and regulations administered
by government entities and agencies outside the United States
in markets in which our products are made, manufactured or
sold, including in emerging and developing markets where
legal and regulatory systems may be less developed. These
laws and regulations and interpretations thereof may change,
sometimes dramatically, as a result of political, economic or
social events. Such changes may include changes in: food and
drug laws; laws related to product labeling, advertising and
marketing practices; laws regarding the import of ingredients
used in our products; laws regarding the import or export of
our products; laws and programs aimed at reducing ingre-
dients present in certain of our products, including sodium,
saturated fat and added sugar; regulatory actions targeting
the snack food or beverage industries such as restrictions
on the sale of snack and beverage products in publicly regu-
lated venues or restrictions on the use of the Supplemental
Nutrition Assistance Program to purchase certain snacks or
beverages; increased regulatory scrutiny of, and increased
litigation involving, product claims and concerns regarding
the effects on health of ingredients in, or attributes of, cer-
tain of our products, including without limitation those found
in energy drinks; state consumer protection laws; taxation
requirements, including taxes that would increase the cost of
our products to consumers; competition laws; employment
laws; privacy laws; laws regulating the price we may charge for
our products; laws regulating access to and use of water or
utilities; and environmental laws, including laws relating to the
regulation of water rights and treatment. New laws, regula-
tions or governmental policy and their related interpretations,
or changes in any of the foregoing, may alter the environment
in which we do business and, therefore, may impact our results
or increase our costs or liabilities.
Governmental entities or agencies in jurisdictions where we
operate may also impose new labeling, product or production
requirements, or other restrictions. Studies are underway by
third parties to assess the health implications of consump-
tion of certain ingredients present in some of our products,
including sugar, artificial sweeteners, as well as substances
such as acrylamide that are naturally formed in a wide variety
of foods when they are cooked (whether commercially or at
home), including french fries, potato chips, cereal, bread and
coffee. Certain of these studies of acrylamide found that it is
probable that acrylamide causes cancer in laboratory animals
when consumed in extraordinary amounts. If consumer con-
cerns about the health implications of consumption of certain
ingredients present in some of our products, including sugar,
artificial sweeteners, or acrylamide increase as a result of
these studies, other new scientific evidence, or for any other
reason, whether or not valid, demand for our products could
decline and we could be subject to lawsuits or new regulations
that could affect sales of our products, any of which could
have an adverse effect on our business, financial condition or
results of operations.
We are also subject to Proposition 65 in California, a law
which requires that a specific warning appear on any product
sold in California that contains a substance listed by that State
as having been found to cause cancer or birth defects. If we
were required to add warning labels to any of our products or
place warnings in certain locations where our products are
sold, sales of those products could suffer not only in those
locations but elsewhere.
In many jurisdictions, compliance with competition laws is
of special importance to us due to our competitive position in
those jurisdictions. Regulatory authorities under whose laws
we operate may also have enforcement powers that can sub-
ject us to actions such as product recall, seizure of products
or other sanctions, which could have an adverse effect on our
sales or damage our reputation. Although we have policies and
procedures in place that are designed to promote legal and
regulatory compliance, our employees or suppliers could take
actions that violate these policies and procedures or applicable
laws or regulations. Violations of these laws or regulations
could subject us to criminal or civil enforcement actions which
could have a material adverse effect on our business.
In addition, we and our subsidiaries are party to a variety of
legal and environmental remediation obligations arising in the
normal course of business, as well as environmental reme-
diation, product liability, toxic tort and related indemnification
proceedings in connection with certain historical activities and
contractual obligations of businesses acquired by our subsid-
iaries. Due to regulatory complexities, uncertainties inherent in
litigation and the risk of unidentified contaminants on current
and former properties of ours and our subsidiaries, the poten-
tial exists for remediation, liability and indemnification costs to
differ materially from the costs we have estimated. We cannot
guarantee that our costs in relation to these matters will not
exceed our established liabilities or otherwise have an adverse
effect on our results of operations. See Our financial perfor-
mance could be adversely affected if we are unable to grow
our business in emerging and developing markets or as a result
of unstable political conditions, civil unrest or other develop-
ments and risks in the markets where our products are sold.
Our financial performance could suffer if we are unable to
compete effectively.
The food, snack and beverage industries in which we operate
are highly competitive. We compete with major international
food, snack and beverage companies that, like us, operate in
multiple geographic areas, as well as regional, local and private
label manufacturers and other value competitors. We com-
pete with other large companies in each of the food, snack and
beverage categories, including Nestl S.A., Danone, Mondelz
International, Kellogg Company, General Mills and DPSG. In
many countries where we do business, including the United
States, our primary beverage competitor is The Coca-Cola
Company. We compete on the basis of brand recognition,
taste, price, quality, product variety, distribution, marketing
and promotional activity, convenience, service and the ability
to identify and satisfy consumer preferences. If we are unable
to compete effectively, we may be unable to grow or maintain
sales or gross margins in the global market or in various local
markets. This may have a material adverse impact on our
revenues and profit margins. See also Unfavorable economic
conditions may have an adverse impact on our business results
or financial condition.
Our financial performance could be adversely affected
if we are unable to grow our business in emerging and
developing markets or as a result of unstable political
conditions, civil unrest or other developments and risks
inthe markets where our products are sold.
Our operations outside of the United States, particularly in
Russia, Mexico, Canada and the United Kingdom, contribute
significantly to our revenue and profitability, and we believe
that our emerging and developing markets, particularly China,
India, Brazil and the Africa and Middle East regions, pres-
ent important future growth opportunities for us. However,
there can be no assurance that our existing products, vari-
ants of our existing products or new products that we make,
manufacture, market or sell will be accepted or successful in
any particular emerging or developing market, due to local or
global competition, product price, cultural differences or oth-
erwise. If we are unable to expand our businesses in emerging
and developing markets, or achieve the return on capital we
expect as a result of our investments, particularly in Russia,
as a result of economic and political conditions, increased
competition, reduced demand for our products, an inability to
acquire or form strategic business alliances or to make neces-
sary infrastructure investments or for any other reason, our
financial performance could be adversely affected. Unstable
economic or political conditions, civil unrest or other develop-
ments and risks in the markets where our products are sold,
including in Europe, Venezuela, Mexico, the Middle East and
Egypt, could also have an adverse impact on our business
results or financial condition. Factors that could adversely
affect our business results in these markets include: foreign
ownership restrictions; nationalization of our assets; regula-
tions on the transfer of funds to and from foreign countries,
which, from time to time, result in significant cash balances in
foreign countries such as Venezuela, and on the repatriation
of funds; currency hyperinflation, devaluation or fluctuation,
such as the devaluation of the Venezuelan bolivar; the lack
of well-established or reliable legal systems; and increased
costs of business due to compliance with complex foreign and
United States laws and regulations that apply to our interna-
tional operations, including the Foreign Corrupt Practices Act
and the U.K. Bribery Act, and adverse consequences, such as
the assessment of fines or penalties, for failing to comply with
these laws and regulations. In addition, disruption in these
markets due to political instability or civil unrest could result
in a decline in consumer purchasing power, thereby reducing
demand for our products. See Demand for our products
may be adversely affected by changes in consumer prefer-
ences and tastes or if we are unable to innovate or market our
products effectively., Changes in the legal and regulatory
environment could limit our business activities, increase our
operating costs, reduce demand for our products or result in
litigation., Our financial performance could suffer if we are
unable to compete effectively., Disruption of our supply chain
could have an adverse impact on our business, financial condi-
tion and results of operations. and Failure to successfully
complete or integrate acquisitions and joint ventures into our
existing operations, or to complete or manage divestitures or
refranchising, could have an adverse impact on our business,
financial condition and results of operations.
Unfavorable economic conditions may have an adverse
impact on our business results or financial condition.
Many of the countries in which we operate, including the United
States and several of the members of the European Union,
have experienced and continue to experience unfavorable
economic conditions. Our business or financial results may be
adversely impacted by these unfavorable economic conditions,
including: adverse changes in interest rates, tax laws or tax
rates; volatile commodity markets and inflation; contraction in
the availability of credit in the marketplace due to legislation
or other economic conditions such as the European sovereign
debt crisis, which may potentially impair our ability to access
the capital markets on terms commercially acceptable to us
or at all; the effects of government initiatives to manage eco-
nomic conditions; reduced demand for our products resulting
from a slow-down in the general global economy or a shift in
consumer preferences for economic reasons or otherwise
to regional, local or private label products or other economy
products, or to less profitable channels; impairment of assets;
or a decrease in the fair value of pension or post-retirement
assets that could increase future employee benefit costs and/
or funding requirements of our pension or post-retirement
plans. In addition, we cannot predict how current or worsen-
ing economic conditions will affect our critical customers,
suppliers and distributors and any negative impact on our
critical customers, suppliers or distributors may also have an
adverse impact on our business results or financial condition.
In addition, some of the major financial institutions with which
we execute transactions, including U.S. and non-U.S. com-
mercial banks, insurance companies, investment banks and
other financial institutions, may be exposed to a ratings down-
grade, bankruptcy, liquidity, default or similar risks as a result
of unfavorable economic conditions. A ratings downgrade,
bankruptcy, receivership, default or similar event involving a
major financial institution may limit the availability of credit or
willingness of financial institutions to extend credit on terms
commercially acceptable to us or at all or, with respect to finan-
cial institutions who are parties to our financing arrangements,
leave us with reduced borrowing capacity or unhedged against
certain currencies or price risk associated with forecasted pur-
chases of raw materials which could have an adverse impact on
our business results or financial condition.
Our operating results may be adversely affected by
increased costs, disruption of supply or shortages of raw
materials and other supplies.
We and our business partners use various raw materials and
other supplies in our business. The principal ingredients we
use include apple, orange and pineapple juice and other juice
concentrates, aspartame, corn, corn sweeteners, flavorings,
flour, grapefruit and other fruits, oats, oranges, potatoes,
raw milk, rice, seasonings, sucralose, sugar, vegetable and
essential oils and wheat. Our key packaging materials include
plastic resins, including polyethylene terephthalate (PET) and
polypropylene resin used for plastic beverage bottles and film
packaging used for snack foods, aluminum used for cans, glass
bottles, closures, cardboard and paperboard cartons. Fuel and
natural gas are also important commodities for us due to their
use in our facilities and in the trucks delivering our products.
Some of these raw materials and supplies are sourced inter-
nationally and some are available from a limited number of
suppliers or are in shortest supply when seasonal demand is
at its peak. We are exposed to the market risks arising from
adverse changes in commodity prices, affecting the cost of
our raw materials and energy, including fuel. The raw materials
and energy which we use for the production of our products
are largely commodities that are subject to price volatility and
fluctuations in availability caused by changes in global supply
and demand, weather conditions, agricultural uncertainty or
governmental incentives and controls. We purchase these
materials and energy mainly in the open market. If commodity
price changes result in unexpected increases in raw materials
and energy costs, we may not be able to increase our prices
to offset these increased costs without suffering reduced
volume, revenue and operating results. In addition, we use
derivatives to hedge price risk associated with forecasted
purchases of certain raw materials and energy, including fuel.
Certain of these derivatives that do not qualify for hedge
accounting treatment can result in increased volatility in our
net earnings in any given period due to changes in the spot
prices of the underlying commodities. See also Changes in
the legal and regulatory environment could limit our business
activities, increase our operating costs, reduce demand for
our products or result in litigation., Unfavorable economic
conditions may have an adverse impact on our business results
or financial condition., Climate change, or legal, regulatoryor
market measures to address climate change, may negatively
affect our business and operations., Market Risks and
Note1 to our consolidated financial statements.
Failure to realize anticipated benefits from our
productivity plan or global operating model could have an
adverse impact on our business, financial condition and
We are implementing a strategic plan that we believe will
position our business for future success and growth, to allow
us to achieve a lower cost structure and operate efficiently in
the highly competitive food, snack and beverage industries.
In order to capitalize on our cost reduction efforts, it will be
necessary to make certain investments in our business, which
may be limited due to capital constraints. In addition, it is criti-
cal that we have the appropriate personnel in place to continue
to lead and execute our plan. Our future success and earnings
growth depends in part on our ability to reduce costs and
improve efficiencies. If we are unable to successfully imple-
ment our productivity plan or fail to implement it as timely
as we anticipate, our business, financial condition and results
of operations could be adversely impacted. In addition, we
have launched a global operating model to improve efficiency,
decision making, innovation and brand management across
the global PepsiCo organization. If we are unable to implement
this model effectively, it may have a negative impact on our
ability to deliver sustained or breakthrough innovation or to
otherwise compete effectively.
Disruption of our supply chain could have an adverse
impact on our business, financial condition and results
ofoperations.
Our ability, and that of our suppliers, third-party business
partners, including our independent bottlers, contract manu-
facturers, joint venture partners, independent distributors
and retailers, to make, manufacture, distribute and sell prod-
ucts is critical to our success. Damage or disruption to our or
their manufacturing or transportation and distribution capa-
bilities due to any of the following could impair our ability
to make, manufacture, transport, distribute or sell our prod-
ucts: adverse weather conditions or natural disaster, such as
a hurricane, earthquake or flooding; government action; fire;
terrorism; the outbreak or escalation of armed hostilities; pan-
demic; industrial accidents or other occupational health and
safety issues; strikes and other labor disputes; or other reasons
beyond our control or the control of our suppliers and busi-
ness partners. Failure to take adequate steps to mitigate the
likelihood or potential impact of such events, or to effectively
manage such events if they occur, could adversely affect our
business, financial condition and results of operations, as well
as require additional resources to restore our supply chain.
Any damage to our reputation could have a material
adverse effect on our business, financial condition and
Maintaining a good reputation globally is critical to selling our
branded products. Product contamination or tampering, the
failure to maintain high standards for product quality, safety
and integrity, including with respect to raw materials and
ingredients obtained from suppliers, or allegations of product
quality issues, mislabeling or contamination, even if untrue,
may reduce demand for our products or cause production
and delivery disruptions. If any of our products becomes unfit
for consumption, causes injury or is mislabeled, we may have
to engage in a product recall and/or be subject to liability. A
widespread product recall or a significant product liability
issue could cause our products to be unavailable for a period of
time, which could further reduce consumer demand and brand
equity. In addition, we operate globally, which requires us to
comply with numerous local regulations, including, without lim-
itation, anti-corruption laws and competition laws. In the event
that our employees, bottlers or agents engage in improper
activities abroad, we may be subject to enforcement actions,
litigation, loss of sales or other consequences which may cause
us to suffer damage to our reputation in the United States and
abroad. Our reputation could also be adversely impacted by any
of the following, or by adverse publicity (whether or not valid)
relating thereto: the failure to maintain high ethical, social and
environmental standards for all of our operations and activi-
ties; the failure to achieve our goals with respect to sodium,
saturated fat and added sugar reduction or the development of
our global nutrition business; health concerns about our prod-
ucts or particular ingredients in our products; our research
and development efforts; our environmental impact, including
use of agricultural materials, packaging, energy use and waste
management; the practices of our bottlers with respect to any
of the foregoing; or our responses to any of the foregoing. In
addition, water is a limited resource in many parts of the world
and demand for water continues to increase. Our reputation
could be damaged if we or others in our industry do not act, or
are perceived not to act, responsibly with respect to water use.
Failure to comply with local laws and regulations, to maintain
an effective system of internal controls or to provide accurate
and timely financial information could also hurt our reputa-
tion. Furthermore, the rising popularity of social networking
and other consumer-oriented technologies has increased the
speed and accessibility of information dissemination, and, as a
result, negative or inaccurate posts or comments on such sites
may also generate adverse publicity that could damage our
reputation. Damage to our reputation or loss of consumer con-
fidence in our products for any of these or other reasons could
result in decreased demand for our products and could have a
material adverse effect on our business, financial condition and
results of operations, as well as require additional resources
to rebuild our reputation. See also Changes in the legal and
regulatory environment could limit our business activities,
increase our operating costs, reduce demand for our products
or result in litigation.
Failure to successfully complete or integrate acquisitions
and joint ventures into our existing operations, or to
complete or manage divestitures or refranchisings,
could have an adverse impact on our business, financial
condition and results of operations.
We regularly evaluate potential acquisitions, joint ventures,
divestitures and refranchisings. Potential issues associated
with these activities could include, among other things, our
ability to realize the full extent of the benefits or cost savings
that we expect to realize as a result of the completion of an
acquisition, divestiture or refranchising, or the formation of
a joint venture, within the anticipated time frame, or at all;
receipt of necessary consents, clearances and approvals in
connection with an acquisition, joint venture, divestiture or
refranchising; and diversion of managements attention from
base strategies and objectives. With respect to acquisitions,
the following also pose potential risks: our ability to suc-
cessfully combine our businesses with the business of the
acquired company, including integrating the manufacturing,
distribution, sales and administrative support activities and
information technology systems between our Company and
the acquired company and successfully operating in new cat-
egories; motivating, recruiting and retaining executives and
key employees; conforming standards, controls (including
internal control over financial reporting), procedures and poli-
cies, business cultures and compensation structures between
our Company and the acquired company; consolidating and
streamlining corporate and administrative infrastructures;
consolidating sales and marketing operations; retaining exist-
ing customers and attracting new customers; identifying
and eliminating redundant and underperforming operations
and assets; coordinating geographically dispersed organiza-
tions; and managing tax costs or inefficiencies associated
with integrating our operations following completion of the
acquisitions. With respect to joint ventures, we share owner-
ship and management responsibility of a company with one
or more parties who may or may not have the same goals,
strategies, priorities or resources as we do and joint ventures
are intended to be operated for the benefit of all co-owners,
rather than for our exclusive benefit. In addition, acquisitions
and joint ventures outside of the United States increase our
exposure to risks associated with operations outside of the
United States, including fluctuations in exchange rates and
compliance with the Foreign Corrupt Practices Act and other
anti-corruption and anti-bribery laws, and laws and regula-
tions outside the United States. With respect to divestitures
and refranchisings, we may not be able to complete such
transactions on terms commercially favorable to us or at all.
In addition, as divestitures and refranchisings may reduce our
direct control over certain aspects of our business, any failure
to maintain good relations with divested or refranchised busi-
nesses in our supply or sales chain may adversely impact sales
or business performance. If an acquisition or joint venture is
not successfully completed or integrated into our existing
operations, or if a divestiture or refranchising is not success-
fully completed or managed, our business, financial condition
and results of operations could be adversely impacted.
If we are unable to hire or retain key employees or a highly
skilled and diverse workforce, it could have a negative
impact on our business.
Our continued growth requires us to hire, retain and develop
our leadership bench and a highly skilled and diverse work-
force. We compete to hire new employees and then must
train them and develop their skills and competencies. Any
unplanned turnover or our failure to develop an adequate suc-
cession plan to backfill current leadership positions, including
our Chief Executive Officer, or to hire and retain a diverse
workforce could deplete our institutional knowledge base and
erode our competitive advantage. In addition, our operating
results could be adversely affected by increased costs due to
increased competition for employees, higher employee turn-
over or increased employee benefit costs.
Trade consolidation or the loss of any key customer could
adversely affect our financial performance.
We must maintain mutually beneficial relationships with our
key customers, including Wal-Mart, as well as other retailers,
to effectively compete. The loss of any of our key customers,
including Wal-Mart, could have an adverse effect on our finan-
cial performance. In addition, our industry has been affected
by increasing concentration of retail ownership, particularly
in the United States and Europe, which may impact our abil-
ity to compete as such retailers may demand lower pricing
and increased promotional programs. Further, should larger
retailers increase utilization of their own distribution net-
works and private label brands, the competitive advantages
we derive from our go-to-market systems and brand equity
may be eroded. Failure to appropriately respond to any such
actions or to offer effective sales incentives and marketing
programs to our customers could reduce our ability to secure
adequate shelf space at our retailers and adversely affect our
financial performance.
Our borrowing costs and access to capital and credit
markets may be adversely affected by a downgrade or
potential downgrade of our credit ratings.
Our objective is to maintain credit ratings that provide us with
ready access to global capital and credit markets. Any down-
grade of our credit ratings by a credit rating agency, especially
any downgrade to below investment grade, could increase our
future borrowing costs and impair our ability to access capital
and credit markets on terms commercially acceptable to us,
or at all. In addition, any downgrade of our current short-term
credit ratings could impair our ability to access the commercial
paper market with the same flexibility that we have experi-
enced historically, and therefore require us to rely more heavily
on more expensive types of debt financing. Our borrowing
costs and access to the commercial paper market could also
be adversely affected if a credit rating agency announces that
our ratings are under review for a potential downgrade.
If we are not able to build and sustain proper information
technology infrastructure, successfully implement our
ongoing business transformation initiative or outsource
certain functions effectively, our business could suffer.
We depend on information technology as an enabler to
improve the effectiveness of our operations, to interface
with our customers, to maintain financial accuracy and effi-
ciency, to comply with regulatory financial reporting, legal
and tax requirements, and for digital marketing activities and
electronic communication among our locations around the
world and between our personnel and the personnel of our
independent bottlers, contract manufacturers, joint ventures,
suppliers or other third-party partners. If we do not allocate
and effectively manage the resources necessary to build and
sustain the proper information technology infrastructure, we
could be subject to transaction errors, processing inefficien-
cies, the loss of customers, business disruptions, the loss of
or damage to intellectual property, or the loss of sensitive or
confidential data through security breach or otherwise.
We have embarked on multi-year business transformation
initiatives to migrate certain of our financial processing sys-
tems to enterprise-wide systems solutions. There can be no
certainty that these initiatives will deliver the expected ben-
efits. The failure to deliver our goals may impact our ability to
process transactions accurately and efficiently and remain in
step with the changing needs of the trade, which could result
in the loss of customers. In addition, the failure to either deliver
the applications on time, or anticipate the necessary readiness
and training needs, could lead to business disruption and loss
of customers and revenue.
In addition, we have outsourced certain information tech-
nology support services and administrative functions, such as
payroll processing and benefit plan administration, to third-
party service providers and may outsource other functions
in the future to achieve cost savings and efficiencies. If the
service providers that we outsource these functions to do not
perform or do not perform effectively, we may not be able to
achieve the expected cost savings and may have to incur addi-
tional costs to correct errors made by such service providers.
Depending on the function involved, such errors may also lead
to business disruption, processing inefficiencies, the loss of or
damage to intellectual property through security breach, the
loss of sensitive data through security breach or otherwise, liti-
gation or remediation costs and could have a negative impact
on employee morale.
Our information systems could also be penetrated by out-
side parties intent on extracting confidential information,
corrupting information or disrupting business processes.
Such unauthorized access could disrupt our business and
could result in the loss of assets, litigation, remediation costs,
damage to our reputation and loss of revenue resulting from
unauthorized use of confidential information or failure to
retain or attract customers following such an event.
Fluctuations in exchange rates may have an adverse
We hold assets and incur liabilities, earn revenues and pay
expenses in a variety of currencies other than the U.S. dollar.
Because our consolidated financial statements are presented
in U.S. dollars, the financial statements of our subsidiaries
outside the United States are translated into U.S. dollars. Our
operations outside of the U.S. generate a significant portion of
our net revenue. Fluctuations in exchange rates may therefore
adversely impact our business results or financial condition.
See also Market Risks and Note1 to our consolidated finan-
cial statements.
Climate change, or legal, regulatory or market measures
to address climate change, may negatively affect our
business and operations.
There is concern that carbon dioxide and other greenhouse
gases in the atmosphere may have an adverse impact on global
temperatures, weather patterns and the frequency and sever-
ity of extreme weather and natural disasters. In the event
that such climate change has a negative effect on agricultural
productivity, we may be subject to decreased availability or
less favorable pricing for certain commodities that are neces-
sary for our products, such as sugar cane, corn, wheat, rice,
oats, potatoes and various fruits. We may also be subjected to
decreased availability or less favorable pricing for water as a
result of such change, which could impact our manufacturing
and distribution operations. In addition, natural disasters and
extreme weather conditions may disrupt the productivity of
our facilities or the operation of our supply chain. The increas-
ing concern over climate change also may result in more
regional, federal and/or global legal and regulatory require-
ments to reduce or mitigate the effects of greenhouse gases.
In the event that such regulation is more aggressive than the
sustainability measures that we are currently undertaking to
monitor our emissions and improve our energy efficiency, we
may experience significant increases in our costs of opera-
tion and delivery. In particular, increasing regulation of fuel
emissions could substantially increase the cost of energy,
including fuel, required to operate our facilities or transport
and distribute our products, thereby substantially increasing
the distribution and supply chain costs associated with our
products. As a result, climate change could negatively affect
our business and operations. See also Changes in the legal
and regulatory environment could limit our business activities,
increase our operating costs, reduce demand for our products
or result in litigation., Our operating results may be adversely
affected by increased costs, disruption of supply or shortages
of raw materials and other supplies. and Disruption of our
supply chain could have an adverse impact on our business,
A portion of our workforce belongs to unions. Failure to
successfully renew collective bargaining agreements,
or strikes or work stoppages could cause our business
tosuffer.
Many of our employees are covered by collective bargain-
ing agreements. These agreements expire on various dates.
Strikes or work stoppages and interruptions could occur if
we are unable to renew these agreements on satisfactory
terms, which could adversely impact our operating results. The
terms and conditions of existing or renegotiated agreements
could also increase our costs or otherwise affect our ability
to fully implement future operational changes to enhance
our efficiency.
Our intellectual property rights could be infringed or
challenged and reduce the value of our products and
brands and have an adverse impact on our business,
We possess intellectual property rights that are important
to our business. These intellectual property rights include
ingredient formulas, trademarks, copyrights, patents, business
processes and other trade secrets which are important to our
business and relate to some of our products, their packaging,
the processes for their production and the design and opera-
tion of various equipment used in our businesses. We protect
our intellectual property rights globally through a combina-
tion of trademark, copyright, patent and trade secret laws,
third-party assignment and nondisclosure agreements and
monitoring of third-party misuses of our intellectual property.
If we fail to obtain or adequately protect our ingredient formu-
las, trademarks, copyrights, patents, business processes and
other trade secrets, or if there is a change in law that limits or
removes the current legal protections of our intellectual prop-
erty, the value of our products and brands could be reduced
and there could be an adverse impact on our business, finan-
cial condition and results of operations. See also Changes in
the legal and regulatory environment could limit our business
activities, increase our operating costs, reduce demand for our
products or result in litigation.
Potential liabilities and costs from litigation or legal
proceedings could have an adverse impact on our
business, financial condition and results of operations.
We and our subsidiaries are party to a variety of legal claims
and proceedings in the ordinary course of business, includ-
ing but not limited to litigation related to our marketing or
commercial practices, product labels and environmental and
insurance matters. Since litigation is inherently uncertain,
there is no guarantee that we will be successful in defending
ourselves against such claims or proceedings, or that man-
agements assessment of the materiality of these matters,
including the reserves taken in connection therewith, will
be consistent with the ultimate outcome of such claims or
proceedings. In the event that managements assessment of
materiality on current claims and proceedings proves inac-
curate or litigation that is material arises in the future, there
may be a material adverse effect on our consolidated financial
statements, results of operations or cash flows. See also Any
damage to our reputation could have a material adverse effect
on our business, financial condition and results of operations.
Market Risks
We are exposed to market risks arising from adverse
changes in:
commodity prices, affecting the cost of our raw materials
and energy;
foreign exchange rates and currency restrictions; and
interest rates.
In the normal course of business, we manage these risks
through a variety of strategies, including productivity initia-
tives, global purchasing programs and hedging strategies.
Ongoing productivity initiatives involve the identification and
effective implementation of meaningful cost-saving opportu-
nities or efficiencies. Our global purchasing programs include
fixed-price purchase orders and pricing agreements. See
Note 9 to our consolidated financial statements for further
information on our non-cancelable purchasing commitments.
Our hedging strategies include the use of derivatives. Certain
derivatives are designated as either cash flow or fair value
hedges and qualify for hedge accounting treatment, while
others do not qualify and are marked to market through
earnings. Cash flows from derivatives used to manage com-
modity, foreign exchange or interest risks are classified as
operating activities. We do not use derivative instruments for
trading or speculative purposes. We perform assessments
ofour counterparty credit risk regularly, including a reviewof
credit ratings, credit default swap rates and potential non-
performance of the counterparty. Based on our most recent
assessment of our counterparty credit risk, we consider this
risk to be low. In addition, we enter into derivative contracts
with a variety of financial institutions that we believe are cred-
itworthy in order to reduce our concentration of credit risk.
See Unfavorable economic conditions may have an adverse
The fair value of our derivatives fluctuates based on market
rates and prices. The sensitivity of our derivatives to these
market fluctuations is discussed below. See Note 10 to
consolidated financial statements for further discussion of
these derivatives and our hedging policies. See Our Critical
Accounting Policies for a discussion of the exposure of our
pension and retiree medical plan assets and liabilities to risks
related to market fluctuations.
Inflationary, deflationary and recessionary conditions
impacting these market risks also impact the demand for and
pricing of our products.
Commodity Prices
We expect to be able to reduce the impact of volatility in our
raw material and energy costs through our hedging strate-
gies and ongoing sourcing initiatives. We use derivatives, with
terms of no more than three years, to economically hedge
price fluctuations related to a portion of our anticipated com-
modity purchases, primarily for agricultural products, metals
and energy.
Our open commodity derivative contracts that qualify
for hedge accounting had a face value of $507 million as of
December 29, 2012 and $598 million as of December 31,
2011. At the end of 2012, the potential change in fair value of
commodity derivative instruments, assuming a 10% decrease
in the underlying commodity price, would have increased our
net unrealized losses in 2012 by $49million.
Our open commodity derivative contracts that do not qual-
ify for hedge accounting had a face value of $853 million as
of December29, 2012 and $630million as of December31,
2011. At the end of 2012, the potential change in fair value of
commodity derivative instruments, assuming a 10% decrease
in the underlying commodity price, would have increased our
net losses in 2012 by $85million.
Foreign Exchange
Financial statements of foreign subsidiaries are translated into
U.S. dollars using period-end exchange rates for assets and
liabilities and weighted-average exchange rates for revenues
and expenses. Adjustments resulting from translating net
assets are reported as a separate component of accumulated
other comprehensive loss within PepsiCo common sharehold-
ers equity under the caption currency translation adjustment.
Our operations outside of the U.S. generate 49% of our net
revenue, with Russia, Mexico, Canada, the United Kingdom and
Brazil comprising approximately 25% of our net revenue. As a
result, we are exposed to foreign currency risks. During 2012,
unfavorable foreign exchange reduced net revenue growth
by 2.5 percentage points, primarily due to depreciation of
the Russian ruble, euro, Brazilian real and the Mexican peso.
Currency declines against the U.S. dollar which are not offset
could adversely impact our future results.
The results of our Venezuelan businesses have been
reported under hyperinflationary accounting since the begin-
ning of our 2010 fiscal year, at which time the functional
currency of our Venezuelan entities was changed from the boli-
var fuerte (bolivar) to the U.S. dollar. As a result of the change
to hyperinflationary accounting and the devaluation of the
bolivar, we recorded an after-tax net chargeof $120million in
2010. In 2012 and 2011, the majority of our transactions and
net monetary assets qualified to be remeasured at the official
exchange rate of obtaining U.S. dollars for dividends through
the government-operated Foreign Exchange Administration
Board (CADIVI) (4.3 bolivars per dollar for 2012 and 2011). In
2012 and 2011, our operations in Venezuela comprised 7%
and 8% of our cash and cash equivalents balance, respectively,
and generated 1% of our net revenue in 2012 and less than
1% of our net revenue in 2011. Effective February 2013, the
Venezuelan government devalued the bolivar by resetting the
official exchange rate to 6.3 bolivars per dollar. We expect
that the impact of the devaluation on PepsiCos 2013 net
revenue and operating profit will not be material. The above
impact excludes an after-tax net charge of approximately
$100 million associated with the remeasurement of bolivar
denominated net monetary assets. This after-tax net charge
will be reflected in items affecting comparability in our 2013
first quarter Form 10-Q. We continue to use available options
to obtain U.S. dollars to meet our operational needs.
We are also exposed to foreign currency risk from foreign
currency purchases and foreign currency assets and liabilities
created in the normal course of business. We manage this risk
through sourcing purchases from local suppliers, negotiat-
ing contracts in local currencies with foreign suppliers and
through the use of derivatives, primarily forward contracts
with terms of no more than two years. Exchange rate gains
or losses related to foreign currency transactions are recog-
nized as transaction gains or losses in our income statement
as incurred.
Our foreign currency derivatives had a total face value of
$2.8 billion as of December 29, 2012 and $2.3 billion as
of December 31, 2011. At the end of 2012, we estimate
that an unfavorable 10% change in the exchange rates would
have increased our net unrealized losses by $134million. For
foreign currency derivatives that do not qualify for hedge
accounting treatment, all losses and gains were offset by
changes in the underlying hedged items, resulting in no net
material impact on earnings.
Interest Rates
We centrally manage our debt and investment portfolios con-
sidering investment opportunities and risks, tax consequences
and overall financing strategies. We use various interest rate
derivative instruments including, but not limited to, interest
rate swaps, cross-currency interest rate swaps, Treasury locks
and swap locks to manage our overall interest expense and
foreign exchange risk. These instruments effectively change
the interest rate and currency of specific debt issuances.
Certain of our fixed rate indebtedness has been swapped
to floating rates. The notional amount, interest payment and
maturity date of the interest rate and cross-currency swaps
match the principal, interest payment and maturity date of the
related debt. Our Treasury locks and swap locks are entered
into to protect against unfavorable interest rate changes relat-
ing to forecasted debt transactions.
The notional amounts of the interest rate derivative instru-
ments outstanding as of December29, 2012 and December31,
2011 were $8.1billion and $8.3billion, respectively. Assuming
year-end 2012 variable rate debt and investment levels, a
1-percentage-point increase in interest rates would have
increased net interest expense by $9million in 2012.
Risk Management Framework
The achievement of our strategic and operating objectives
necessarily involves taking risks. Our risk management process
is intended to ensure that risks are taken knowingly and pur-
posefully. As such, we leverage an integrated risk management
framework to identify, assess, prioritize, address, manage,
monitor and communicate risks across the Company. This
framework includes:
PepsiCos Board of Directors, which is responsible for over-
seeing the assessment and mitigation of the Companys
top risks, receives updates on key risks throughout the
year. The Audit Committee of the Board of Directors helps
define PepsiCos risk management processes and assists
the Board in its oversight of strategic, financial, operating,
business, compliance, safety, reputational and other risks
facing PepsiCo. The Compensation Committee of the Board
of Directors assists the Board in overseeing potential risks
that may be associated with the Companys compensa-
tion programs;
The PepsiCo Risk Committee (PRC), comprised of a cross-
functional, geographically diverse, senior management
group which meets regularly to identify, assess, prioritize
and address our key risks;
Division Risk Committees (DRC), comprised of cross-
functional senior management teams which meet regularly
to identify, assess, prioritize and address division-specific
business risks;
PepsiCos Risk Management Office, which manages the
overall risk management process, provides ongoing guid-
ance, tools and analytical support to the PRC and the DRCs,
identifies and assesses potential risks and facilitates ongo-
ing communication between the parties, as well as with
PepsiCos Audit Committee and Board of Directors;
PepsiCo Corporate Audit, which evaluates the ongoing
effectiveness of our key internal controls through periodic
audit and review procedures; and
PepsiCos Compliance & Ethics Department, which leads
and coordinates our compliance policies and practices.
Our Critical Accounting Policies
An appreciation of our critical accounting policies is neces-
sary to understand our financial results. These policies may
require management to make difficult and subjective judg-
ments regarding uncertainties, and as a result, such estimates
may significantly impact our financial results. The precision of
these estimates and the likelihood of future changes depend
on a number of underlying variables and a range of possi-
ble outcomes. Other than our accounting for pension and
retiree medical plans, our critical accounting policies do not
involve a choice between alternative methods of accounting.
We applied our critical accounting policies and estimation
methods consistently in all material respects, and for all peri-
ods presented, and have discussed these policies with our
Audit Committee.
Our critical accounting policies arise in conjunction with
the following:
revenue recognition;
goodwill and other intangible assets;
income tax expense and accruals; and
pension and retiree medical plans.
Revenue Recognition
Our products are sold for cash or on credit terms. Our credit
terms, which are established in accordance with local and
industry practices, typically require payment within 30daysof
delivery in the U.S., and generally within 30 to 90days inter-
nationally, and may allow discounts for early payment. We
recognize revenue upon shipment or delivery to our custom-
ers based on written sales terms that do not allow for a right of
return. However, our policy for DSD and certain chilledprod-
ucts is to remove and replace damaged and out-of-date
products from store shelves to ensure that consumers receive
the product quality and freshness they expect. Similarly, our
policy for certain warehouse-distributed products is to replace
damaged and out-of-date products. Based on our experience
with this practice, we have reserved for anticipated damaged
and out-of-date products.
Our policy is to provide customers with product when
needed. In fact, our commitment to freshness and product
dating serves to regulate the quantity of product shipped or
delivered. In addition, DSD products are placed on the shelf
by our employees with customer shelf space and storerooms
limiting the quantity of product. For product delivered through
our other distribution networks, we monitor customer inven-
tory levels.
As discussed in Our Customers, we offer sales incen-
tives and discounts through various programs to customers
and consumers. Total marketplace spending includes sales
incentives, discounts, advertising and other marketing activi-
ties. Sales incentives and discounts are primarily accounted
for as a reduction of revenue and totaled $34.7 billion in
2012, $34.6 billion in 2011 and $29.1 billion in 2010. Sales
incentives and discounts include payments to customers for
performing merchandising activities on our behalf, such as
payments for in-store displays, payments to gain distribution
of new products, payments for shelf space and discounts to
promote lower retail prices. Sales incentives and discounts
also include support provided to our independent bottlers
through funding of advertising and other marketing activi-
ties. A number of our sales incentives, such as bottler funding
to independent bottlers and customer volume rebates, are
based on annual targets, and accruals are established during
the year for the expected payout. These accruals are based
on contract terms and our historical experience with similar
programs and require management judgment with respect
to estimating customer participation and performance levels.
Differences between estimated expense and actual incen-
tive costs are normally insignificant and are recognized in
earnings in the period such differences are determined. The
terms of most of our incentive arrangements do not exceed a
year, and therefore do not require highly uncertain long-term
estimates. Certain arrangements, such as fountain pouring
rights, may extend beyond one year. Payments made to obtain
these rights are recognized over the shorter of the economic
or contractual life, as a reduction of revenue, and the remain-
ing balances of $335 million as of December 29, 2012 and
$313million as of December31, 2011 are included in current
assets and other assets on our balance sheet.
For interim reporting, our policy is to allocate our fore-
casted full-year sales incentives for most of our programs to
each of our interim reporting periods in the same year that
benefits from the programs. The allocation methodology is
based on our forecasted sales incentives for the full year and
the proportion of each interim periods actual gross revenue
and volume, as applicable, to our forecasted annual gross
revenue and volume, as applicable. Based on our review of
the forecasts at each interim period, any changes in estimates
and the related allocation of sales incentives are recognized
in the interim period as they are identified. In addition, we
apply a similar allocation methodology for interim reporting
purposes for advertising and other marketing activities. See
Note2 to our consolidated financial statements for additional
information on our total marketplace spending. Our annual
financial statements are not impacted by this interim alloca-
tion methodology.
We estimate and reserve for our bad debt exposure based
on our experience with past due accounts and collectibility,
the aging of accounts receivable and our analysis of customer
data. Bad debt expense is classified within selling, general and
administrative expenses in our income statement.
Goodwill and Other Intangible Assets
We sell products under a number of brand names, many of
which were developed by us. The brand development costs
are expensed as incurred. We also purchase brands in acqui-
sitions. In a business combination, the consideration is first
assigned to identifiable assets and liabilities, including brands,
based on estimated fair values, with any excess recorded as
goodwill. Determining fair value requires significant estimates
and assumptions based on an evaluation of a number of fac-
tors, such as marketplace participants, product life cycles,
market share, consumer awareness, brand history and future
expansion expectations, amount and timing of future cash
flows and the discount rate applied to the cash flows.
We believe that a brand has an indefinite life if it has a
history of strong revenue and cash flow performance, and
we have the intent and ability to support the brand with
marketplace spending for the foreseeable future. If these
perpetual brand criteria are not met, brands are amortized
over their expected useful lives, which generally range from
five to 40 years. Determining the expected life of a brand
requires management judgment and is based on an evalua-
tion of a number of factors, including market share, consumer
awareness, brand history, future expansion expectations and
regulatory restrictions, as well as the macroeconomic environ-
ment of the countries in which the brand is sold.
Perpetual brands and goodwill are not amortized and are
assessed for impairment at least annually. If the carrying
amount of a perpetual brand exceeds its fair value, as deter-
mined by its discounted cash flows, an impairment loss is
recognized in an amount equal to that excess. Goodwill is
evaluated using a two-step impairment test at the reporting
unit level. A reporting unit can be a division or business within
a division. The first step compares the book value of a report-
ing unit, including goodwill, with its fair value, as determined
by its discounted cash flows. Discounted cash flows are pri-
marily based on growth rates for sales and operating profit
which are inputs from our annual long-range planning process.
Additionally, they are also impacted by estimates of discount
rates, perpetuity growth assumptions and other factors. If the
book value of a reporting unit exceeds its fair value, we com-
plete the second step to determine the amount of goodwill
impairment loss that we should record, if any. In the second
step, we determine an implied fair value of the reporting units
goodwill by allocating the fair value of the reporting unit to all
of the assets and liabilities other than goodwill (including any
unrecognized intangible assets). The amount of impairment
loss is equal to the excess of the book value of the goodwill
over the implied fair value of that goodwill.
Amortizable brands are only evaluated for impairment upon
a significant change in the operating or macroeconomic envi-
ronment. If an evaluation of the undiscounted future cash
flows indicates impairment, the asset is written down to its
estimated fair value, which is based on its discounted future
cash flows.
In connection with our acquisitions of PBG and PAS, we
reacquired certain franchise rights which provided PBG and
PAS with the exclusive and perpetual rights to manufacture
and/or distribute beverages for sale in specified territories.
In determining the useful life of these reacquired franchise
rights, we considered many factors, including the pre-exist-
ing perpetual bottling arrangements, the indefinite period
expected for the reacquired rights to contribute to our future
cash flows, as well as the lack of any factors that would limit
the useful life of the reacquired rights to us, including legal,
regulatory, contractual, competitive, economic or other fac-
tors. Therefore, certain reacquired franchise rights, as well
as perpetual brands and goodwill, are not amortized, but
instead are tested for impairment at least annually. Certain
reacquired and acquired franchise rights are amortized over
the remaining contractual period of the contract in which the
right was granted.
Significant management judgment is necessary to evaluate
the impact of operating and macroeconomic changes and to
estimate future cash flows. Assumptions used in our impair-
ment evaluations, such as forecasted growth rates and our cost
of capital, are based on the best available market information
and are consistent with our internal forecasts and operating
plans. These assumptions could be adversely impacted by
certain of the risks discussed in Our Business Risks.
We did not recognize any impairment charges for good-
will in the years presented. In addition, as of December 29,
2012, we did not have any reporting units that were at risk
of failing the first step of the goodwill impairment test. We
recognized impairment charges in Europe for other nonamor-
tizable intangible assets of $23million and $14million in 2012
and 2011, respectively. We did not recognize any impairment
charges for other nonamortizable intangible assets in 2010.
As of December 29, 2012, we had $31.7 billion of goodwill
and other nonamortizable intangible assets, primarily related
to the acquisitions of PBG, PAS and WBD.
Income Tax Expense and Accruals
Our annual tax rate is based on our income, statutory tax
rates and tax planning opportunities available to us in the vari-
ous jurisdictions in which we operate. Significant judgment is
required in determining our annual tax rate and in evaluating
our tax positions. We establish reserves when, despite our
belief that our tax return positions are fully supportable, we
believe that certain positions are subject to challenge and that
we may not succeed. We adjust these reserves, as well as the
related interest, in light of changing facts and circumstances,
such as the progress of a tax audit.
An estimated annual effective tax rate is applied to our
quarterly operating results. In the event there is a significant
or unusual item recognized in our quarterly operating results,
the tax attributable to that item is separately calculated and
recorded at the same time as that item. We consider the tax
adjustments from the resolution of prior year tax matters to
be among such items.
Tax law requires items to be included in our tax returns at
different times than the items are reflected in our financial
statements. As a result, our annual tax rate reflected in our
financial statements is different than that reported in our tax
returns (our cash tax rate). Some of these differences are
permanent, such as expenses that are not deductible in our
tax return, and some differences reverse over time, such as
depreciation expense. These temporary differences create
deferred tax assets and liabilities. Deferred tax assets gener-
ally represent items that can be used as a tax deduction or
credit in our tax returns in future years for which we have
already recorded the tax benefit in our income statement. We
establish valuation allowances for our deferred tax assets if,
based on the available evidence, it is more likely than not that
some portion or all of the deferred tax assets will not be real-
ized. Deferred tax liabilities generally represent tax expense
recognized in our financial statements for which payment has
been deferred, or expense for which we have already taken
a deduction in our tax return but have not yet recognized as
expense in our financial statements.
In 2012, our annual tax rate was 25.2% compared to 26.8%
in 2011, as discussed in Other Consolidated Results. The
tax rate in 2012 decreased 1.6 percentage points primarily
reflecting the tax impact of a favorable tax court decision
combined with the pre-payment of Medicare subsidy liabilities,
partially offset by the tax impact of the transaction with Tingyi
and the lapping of prior year tax benefits related to a portion
of our international bottling operations.
Pension and Retiree Medical Plans
Our pension plans cover certain full-time employees in the U.S.
and certain international employees. Benefits are determined
based on either years of service or a combination of years of
service and earnings. Certain U.S. and Canada retirees are also
eligible for medical and life insurance benefits (retiree medi-
cal) if they meet age and service requirements. Generally, our
share of retiree medical costs is capped at specified dollar
amounts, which vary based upon years of service, with retirees
contributing the remainder of the cost.
As of February 2012, certain U.S. employees earning a ben-
efit under one of our defined benefit pension plans were no
longer eligible for Company matching contributions on their
401(k) contributions.
In the fourth quarter of 2012, the Company offered certain
former employees who have vested benefits in our defined
benefit pension plans the option of receiving a one-time lump
sum payment equal to the present value of the participants
pension benefit (payable in cash or rolled over into a qualified
retirement plan or Individual Retirement Account (IRA)). See
For information about certain changes to our U.S. pension
and retiree medical plans and changes in connection with our
acquisitions of PBG and PAS, see Note 7 to our consolidated
financial statements.
Our Assumptions
The determination of pension and retiree medical plan obliga-
tions and related expenses requires the use of assumptions to
estimate the amount of benefits that employees earn while
working, as well as the present value of those benefits. Annual
pension and retiree medical expense amounts are principally
based on four components: (1) the value of benefits earned by
employees for working during the year (service cost), (2) the
increase in the liability due to the passage of time (interest cost),
and (3) other gains and losses as discussed below, reduced by
(4) the expected return on assets for our funded plans.
Significant assumptions used to measure our annual pen-
sion and retiree medical expense include:
the interest rate used to determine the present value of
liabilities (discount rate);
certain employee-related factors, such as turnover, retire-
ment age and mortality;
the expected return on assets in our funded plans;
for pension expense, the rate of salary increases for plans
where benefits are based on earnings; and
for retiree medical expense, health care cost trend rates.
Our assumptions reflect our historical experience and
managements best judgment regarding future expectations.
Due to the significant management judgment involved, our
assumptions could have a material impact on the measure-
ment of our pension and retiree medical benefit expenses
and obligations.
At each measurement date, the discount rates are based on
interest rates for high-quality, long-term corporate debt secu-
rities with maturities comparable to those of our liabilities. In
2011 and 2010, our U.S. discount rate was determined using
the Mercer Pension Discount Yield Curve (Mercer Curve).
The Mercer Curve in 2011 and 2010 used a portfolio of high-
quality bonds rated Aa or higher by Moodys. In 2012, due
to the downgrade of several global financial institutions by
Moodys, Mercer developed a new curve, the Above Mean
Curve, which we used to determine the discount rate for
our U.S. pension and retiree medical plans. These curves
included bonds that closely match the timing and amountof
our expected benefit payments and reflects the portfolio
ofinvestments we would consider to settle our liabilities.
The expected return on pension plan assets is based on our
pension plan investment strategy and our expectations for
long-term rates of return by asset class, taking into account
volatility and correlation among asset classes and our histori-
cal experience. We also review current levels of interest rates
and inflation to assess the reasonableness of the long-term
rates. We evaluate our expected return assumptions annually
to ensure that they are reasonable. Our pension plan invest-
ment strategy includes the use of actively managed securities
and is reviewed periodically in conjunction with plan liabilities,
an evaluation of market conditions, tolerance for risk and cash
requirements for benefit payments. Our investment objective
is to ensure that funds are available to meet the plans benefit
obligations when they become due. Our overall investment
strategy is to prudently invest plan assets in a well-diversified
portfolio of equity and high-quality debt securities to achieve
our long-term return expectations. Our investment policy also
permits the use of derivative instruments which are primarily
used to reduce risk. Our expected long-term rate of return on
U.S. plan assets is 7.8%.
Our target investment allocations are as follows:
2013 2012
Fixed income 40% 40%
U.S. equity 33% 33%
International equity 22% 22%
Real estate 5% 5%
Actual investment allocations may vary from our target
investment allocations due to prevailing market conditions. We
regularly review our actual investment allocations and periodi-
cally rebalance our investments to our target allocations. To
calculate the expected return on pension plan assets, our
market-related value of assets for fixed income is the actual
fair value. For all other asset categories, we use a method that
recognizes investment gains or losses (the difference between
the expected and actual return based on the market-related
value of assets) over a five-year period. This has the effect of
reducing year-to-year volatility.
The difference between the actual return on plan assets and
the expected return on plan assets is added to, or subtracted
from, other gains and losses resulting from actual experi-
ence differing from our assumptions and from changes in our
assumptions determined at each measurement date. If this net
accumulated gain or loss exceeds 10% of the greater of the
market-related value of plan assets or plan liabilities, a portion
of the net gain or loss is included in expense for the follow-
ing year based upon the average remaining service period
of active plan participants, which is approximately 11 years
for pension expense and approximately 8 years for retiree
medical expense. The cost or benefit of plan changes that
increase or decrease benefits for prior employee service (prior
service cost/(credit)) is included in earnings on a straight-line
basis over the average remaining service period of active
plan participants.
The health care trend rate used to determine our retiree
medical plans liability and expense is reviewed annually. Our
review is based on our claim experience, information provided
by our health plans and actuaries, and our knowledge of the
health care industry. Our review of the trend rate considers
factors such as demographics, plan design, new medical tech-
nologies and changes in medical carriers.
Weighted-average assumptions for pension and retiree
medical expense are as follows:
2013 2012 2011
Pension
Expense discount rate 4.2% 4.6% 5.6%
Expected rate of return on plan
assets 7.5% 7.6% 7.6%
Expected rate of salary
increases 3.7% 3.8% 4.1%
Retiree medical
Expense discount rate 3.7% 4.4% 5.2%
Expected rate of return on plan
assets 7.8% 7.8% 7.8%
Current health care cost trend
rate 6.6% 6.8% 7.0%
Based on our assumptions, we expect our pension and
retiree medical expenses to increase in 2013 primarily driven by
lower discount rates, partially offset by the impact of the 2012
lump sum payments offered to certain former employees.
Sensitivity of Assumptions
A decrease in the discount rate or in the expected rate of
return assumptions would increase pension expense. A
25-basis-point decrease in the discount rate and expected
rate of return assumptions would increase the 2013 pension
expense as follows:
Assumption Amount
Discount rate $69million
Expected rate of return $33million
information about the sensitivity of our retiree medical
cost assumptions.
Funding
We make contributions to pension trusts maintained to
provide plan benefits for certain pension plans. These contri-
butions are made in accordance with applicable tax regulations
that provide for current tax deductions for our contributions
and taxation to the employee only upon receipt of plan ben-
efits. Generally, we do not fund our pension plans when our
contributions would not be currently tax deductible. As our
retiree medical plans are not subject to regulatory funding
requirements, we generally fund these plans on a pay-as-you-
go basis, although we periodically review available options to
make additional contributions toward these benefits.
Our pension contributions for 2012 were $1,614million, of
which $1,375 million was discretionary. Discretionary 2012
contributions included $405million pertaining to pension lump
sum payments. Our retiree medical contributions for 2012
were $251million, of which $140million was discretionary.
In 2013, we expect to make pension and retiree medi-
cal contributions of approximately $240 million, with up to
approximately $17 million expected to be discretionary. Our
contributions for retiree medical benefits are estimated to be
approximately $70 million in 2013. Our pension and retiree
medical contributions are subject to change as a result of many
factors, such as changes in interest rates, deviations between
actual and expected asset returns and changes in tax or other
benefit laws. For estimated future benefit payments, including
our pay-as-you-go payments, as well as those from trusts, see
Our Financial Results
Items Afecting Comparability
The year-over-year comparisons of our financial results are
affected by the following items:
2012 2011 2010
Net revenue
53rd week $ 623
Operating profit
Mark-to-market net impact gains/(losses) $ 65 $ (102) $ 91
Merger and integration charges $ (11) $ (313) $ (769)
Restructuring and impairment charges $ (279) $ (383)
Restructuring and other charges related
to the transaction with Tingyi $ (150)
Pension lump sum settlement charge $ (195)
53rd week $ 109
Inventory fair value adjustments $ (46) $ (398)
Venezuela currency devaluation $ (120)
Asset write-off $ (145)
Foundation contribution $ (100)
Bottling equity income
Merger and integration charges $ (9)
Gain on previously held equity interests $ 735
Interest expense
53rd week $ (16)
Debt repurchase $ (178)
Net income attributable to PepsiCo
Mark-to-market net impact gains/(losses) $ 41 $ (71) $ 58
Restructuring and impairment charges $ (215) $ (286)
to the transaction with Tingyi $ (176)
Pension lump sum settlement charge $ (131)
Tax benefit related to tax court decision $ 217
53rd week $ 64
Inventory fair value adjustments $ (28) $ (333)
Gain on previously held equity interests $ 958
Venezuela currency devaluation $ (120)
Asset write-off $ (92)
Foundation contribution $ (64)
Debt repurchase $ (114)
Net income attributable to PepsiCo per
common share diluted
Mark-to-market net impact gains/(losses) $ 0.03 $ (0.04) $ 0.04
Merger and integration charges $ (0.01) $ (0.17) $ (0.40)
Restructuring and impairment charges $ (0.14) $ (0.18)
to the transaction with Tingyi $ (0.11)
Pension lump sum settlement charge $ (0.08)
Tax benefit related to tax court decision $ 0.14
53rd week $ 0.04
Inventory fair value adjustments $ (0.02) $ (0.21)
Gain on previously held equity interests $ 0.60
Venezuela currency devaluation $ (0.07)
Asset write-off $ (0.06)
Foundation contribution $ (0.04)
Debt repurchase $ (0.07)
Mark-to-Market Net Impact
We centrally manage commodity derivatives on behalf of our
divisions. These commodity derivatives include agricultural
products, metals and energy. Certain of these commodity
derivatives do not qualify for hedge accounting treatment
and are marked to market with the resulting gains and losses
recognized in corporate unallocated expenses. These gains
and losses are subsequently reflected in division results when
the divisions take delivery of the underlying commodity.
Therefore, the divisions realize the economic effects of the
derivative without experiencing any resulting mark-to-market
volatility, which remains in corporate unallocated expenses.
In 2012, we recognized $65million ($41million after-tax or
$0.03 per share) of mark-to-market net gains on commodity
hedges in corporate unallocated expenses.
In 2011, we recognized $102million ($71million after-tax
or $0.04 per share) of mark-to-market net losses on commod-
ity hedges in corporate unallocated expenses.
In 2010, we recognized $91million ($58million after-tax or
$0.04 per share) of mark-to-market net gains on commodity
hedges in corporate unallocated expenses.
Merger and Integration Charges
In 2012, we incurred merger and integration charges of
$16million ($12million after-tax or $0.01 per share) related to
our acquisition of WBD, including $11million recorded in the
Europe segment and $5million recorded in interest expense.
$329million ($271million after-tax or $0.17 per share) related
to our acquisitions of PBG, PAS and WBD, including $112mil-
lion recorded in the PAB segment, $123 million recorded in
the Europe segment, $78million recorded in corporate unallo-
cated expenses and $16million recorded in interest expense.
These charges also include closing costs and advisory fees
related to our acquisition of WBD.
$799 million related to our acquisitions of PBG and PAS, as
well as advisory fees in connection with our acquisition of
WBD. $467 million of these charges were recorded in the
PAB segment, $111million recorded in the Europe segment,
$191million recorded in corporate unallocated expenses and
$30 million recorded in interest expense. The merger and
integration charges related to our acquisitions of PBG and PAS
were incurred to help create a more fully integrated supply
chain and go-to-market business model, to improve the effec-
tiveness and efficiency of the distribution of our brands and to
enhance our revenue growth. These charges also include clos-
ing costs, one-time financing costs and advisory fees related
to our acquisitions of PBG and PAS. In addition, we recorded
$9million of merger-related charges, representing our share
of the respective merger costs of PBG and PAS, in bottling
equity income. In total, the above charges had an after-tax
impact of $648million or $0.40 per share.
Restructuring and Impairment Charges
In 2012, we incurred restructuring charges of $279 million
($215million after-tax or $0.14 per share) in conjunction with
our multi-year productivity plan (Productivity Plan), includ-
ing $38 million recorded in the FLNA segment, $9 million
recorded in the QFNA segment, $50 million recorded in the
LAF segment, $102 million recorded in the PAB segment,
$42 million recorded in the Europe segment, $28 million
recorded in the AMEA segment and $10 million recorded in
corporate unallocated expenses.
In 2011, we incurred restructuring charges of $383 mil-
lion ($286million after-tax or $0.18 per share) in conjunction
with our Productivity Plan, including $76 million recorded in
the FLNA segment, $18 million recorded in the QFNA seg-
ment, $48million recorded in the LAF segment, $81million
recorded in the PAB segment, $77 million recorded in the
Europe segment, $9 million recorded in the AMEA segment
and $74million recorded in corporate unallocated expenses.
The Productivity Plan includes actions in every aspect of
our business that we believe will strengthen our complemen-
tary food, snack and beverage businesses by leveraging new
technologies and processes across PepsiCos operations, go-
to-market and information systems; heightening the focus on
best practice sharing across the globe; consolidating manu-
facturing, warehouse and sales facilities; and implementing
simplified organization structures, with wider spans of control
and fewer layers of management. The Productivity Plan is
expected to enhance PepsiCos cost-competitiveness, provide
a source of funding for future brand-building and innovation
initiatives, and serve as a financial cushion for potential mac-
roeconomic uncertainty. As a result, we expect to incur pre-tax
charges of approximately $910million, $279million of which
was reflected in our 2012 results, $383million of which was
reflected in our 2011 results, and the balance of which will be
reflected in our 2013 through 2015 results. These charges will
consist of approximately $540million of severance and other
employee-related costs; approximately $270million for other
costs, including consulting-related costs and the termination
of leases and other contracts; and approximately $100 mil-
lion for asset impairments (all non-cash) resulting from plant
closures and related actions. These charges resulted in cash
expenditures of $343million in 2012 and $30million in 2011,
with the balance of approximately $362 million expected in
2013 through 2015. See Note 3 to our consolidated finan-
cial statements.
Restructuring and Other Charges Related to the
Transaction with Tingyi
In 2012, we recorded restructuring and other charges of
$150million ($176million after-tax or $0.11 per share) in the
AMEA segment related to the transaction with Tingyi. See
Pension Lump Sum Settlement Charge
In 2012, we recorded a pension lump sum settlement charge in
corporate unallocated expenses of $195million ($131million
after-tax or $0.08 per share). See Note7 to our consolidated
Tax Beneft Related to Tax Court Decision
In 2012, we recognized a non-cash tax benefit of $217million
($0.14 per share) associated with a favorable tax court deci-
sion related to the classification of financial instruments. See
53rd Week
In 2011, we had an additional week of results (53rd week).
Our fiscal year ends on the last Saturday of each December,
resulting in an additional week of results every five or six years.
The 53rd week increased 2011 net revenue by $623million
and operating profit by $109million ($64million after-tax or
$0.04 per share).
Inventory Fair Value Adjustments
In 2011, we recorded $46 million ($28 million after-tax or
$0.02 per share) of incremental costs in cost of sales related
to fair value adjustments to the acquired inventory included
in WBDs balance sheet at the acquisition date and hedging
contracts included in PBGs and PASs balance sheets at the
acquisition date.
In 2010, we recorded $398 million ($333 million after-tax
or $0.21 per share) of incremental costs related to fair value
adjustments to the acquired inventory and other related hedg-
ing contracts included in PBGs and PASs balance sheets
at the acquisition date. Substantially all of these costs were
recorded in cost of sales.
Gain on Previously Held Equity Interests
In 2010, in connection with our acquisitions of PBG and PAS,
we recorded a gain on our previously held equity interests of
$958million ($0.60 per share), comprising $735million which
was non-taxable and recorded in bottling equity income and
$223million related to the reversal of deferred tax liabilities
associated with these previously held equity interests.
Venezuela Currency Devaluation
As of the beginning of our 2010 fiscal year, we recorded a
$120 million net charge related to our change to hyperinfla-
tionary accounting for our Venezuelan businesses and the
related devaluation of the bolivar. $129 million of this net
charge was recorded in corporate unallocated expenses,
with the balance (income of $9million) recorded in our PAB
segment. In total, this net charge had an after-tax impact of
$120million or $0.07 per share.
Asset Write-Of
In 2010, we recorded a $145million charge ($92million after-
tax or $0.06 per share) related to a change in scope of one
release in our ongoing migration to SAP software. This change
was driven, in part, by a review of our North America systems
strategy following our acquisitions of PBG and PAS.
Foundation Contribution
In 2010, we made a $100 million ($64 million after-tax or
$0.04 per share) contribution to the PepsiCo Foundation, Inc.,
in order to fund charitable and social programs over the next
several years. This contribution was recorded in corporate
unallocated expenses.
Debt Repurchase
In 2010, we paid $672million in a cash tender offer to repur-
chase $500million (aggregate principal amount) of our 7.90%
senior unsecured notes maturing in 2018. As a result of this
debt repurchase, we recorded a $178million charge to interest
expense ($114million after-tax or $0.07 per share), primarily
representing the premium paid in the tender offer.
Non-GAAP Measures
Certain measures contained in this Annual Report are financial
measures that are adjusted for items affecting comparabil-
ity (see Items Affecting Comparability for a detailed list
and description of each of these items), as well as, in certain
instances, adjusted for foreign exchange. These measures
are not in accordance with Generally Accepted Accounting
Principles (GAAP). Items adjusted for currency assume foreign
currency exchange rates used for translation based on the
rates in effect for the comparable prior-year period. In order to
compute our constant currency results, we multiply or divide,
as appropriate, our current year U.S. dollar results by the cur-
rent year average foreign exchange rates and then multiply or
divide, as appropriate, those amounts by the prior year average
foreign exchange rates. We believe investors should consider
these non-GAAP measures in evaluating our results as they
are more indicative of our ongoing performance and with how
management evaluates our operational results and trends.
These measures are not, and should not be viewed as, a sub-
stitute for U.S. GAAP reporting measures. See also Organic
Revenue Growth and Management Operating Cash Flow.
Results of Operations Consolidated Review
In the discussions of net revenue and operating profit below,
effective net pricing reflects the year-over-year impact of
discrete pricing actions, sales incentive activities and mix
resulting from selling varying products in different package
sizes and in different countries and net pricing reflects the
year-over-year combined impact of list price changes, weight
changes per package, discounts and allowances. Additionally,
acquisitions and divestitures, except as otherwise noted,
reflect all mergers and acquisitions activity, including the
impact of acquisitions, divestitures and changes in ownership
or control in consolidated subsidiaries and nonconsolidated
equity investees.
Servings
Since our divisions each use different measures of physi-
cal unit volume (i.e., kilos, gallons, pounds and case sales),
a common servings metric is necessary to reflect our con-
solidated physical unit volume. Our divisions physical volume
measures are converted into servings based on U.S. Food
and Drug Administration guidelines for single-serving sizes of
our products.
In 2012, total servings increased 3% compared to 2011.
Excluding the impact of the 53rd week, total servings also
increased 3% compared to 2011. In 2011, total servings
increased 6% compared to 2010. Excluding the impact of the
53rd week, total servings increased 5% compared to 2010.
2012 and 2011 servings growth reflects an adjustment to the
base year for divestitures that occurred in 2012 and 2011,
as applicable.
Total Net Revenue and Operating Proft
Change
2012 2011 2010 2012 2011
Total net revenue $ 65,492 $ 66,504 $ 57,838 (1.5)% 15 %
Operating profit
FLNA $ 3,646 $ 3,621 $ 3,376 1 % 7 %
QFNA 695 797 741 (13)% 8 %
LAF 1,059 1,078 1,004 (2)% 7 %
PAB 2,937 3,273 2,776 (10)% 18 %
Europe 1,330 1,210 1,054 10 % 15 %
AMEA 747 887 708 (16)% 25 %
Corporate Unallocated
Mark-to-market net impact gains/(losses) 65 (102) 91 n/m n/m
Merger and integration charges (78) (191) n/m (59)%
Restructuring and impairment charges (10) (74) (86)% n/m
Pension lump sum settlement charge (195) n/m
53rd week (18) n/m n/m
Venezuela currency devaluation (129) n/m
Asset write-off (145) n/m
Foundation contribution (100) n/m
Other (1,162) (961) (853) 21 % 13 %
Total operating profit $ 9,112 $ 9,633 $ 8,332 (5)% 16 %
Total operating profit margin 13.9% 14.5% 14.4% (0.6) 0.1
n/m represents year-over-year changes that are not meaningful.
2012
On a reported basis, total operating profit decreased 5% and
operating margin decreased 0.6percentage points. Operating
profit performance was primarily driven by cost increases
reflecting strategic investments, higher commodity costs,
higher advertising and marketing expense and unfavorable
foreign exchange, partially offset by effective net pricing.
Other corporate unallocated expenses increased 21%, primar-
ily driven by increased pension expense. Commodity inflation
was approximately $1.2billion compared to the prior period,
primarily attributable to PAB, FLNA and Europe. Operating
profit also benefited from actions associated with our pro-
ductivity initiatives, which contributed more than $1billion in
cost reductions across a number of expense categories among
all of our divisions. Items affecting comparability (see Items
Affecting Comparability) positively contributed 1.2percent-
age points to the total operating profit performance and
0.4percentage points to total operating margin.
2011
On a reported basis, total operating profit increased 16%
and operating margin increased 0.1 percentage points.
Operating profit growth was primarily driven by the net rev-
enue growth, partially offset by higher commodity costs. Items
affecting comparability (see Items Affecting Comparability)
contributed 10percentage points to the total operating profit
growth and 1.2 percentage points to the total operating
margin increase.
Other Consolidated Results
Change
2012 2011 2010 2012 2011
Bottling equity income $ 735 $ (735)
Interest expense, net $ (808) $ (799) $ (835) $ (9) $ 36
Annual tax rate 25.2% 26.8% 23.0%
Net income attributable to PepsiCo $ 6,178 $ 6,443 $ 6,320 (4)% 2%
Net income attributable to PepsiCo per common share diluted $ 3.92 $ 4.03 $ 3.91 (3)% 3%
Mark-to-market net impact (gains)/losses (0.03) 0.04 (0.04)
Merger and integration charges 0.01 0.17 0.40
Restructuring and impairment charges 0.14 0.18
Restructuring and other charges related to the transaction with Tingyi 0.11
Pension lump sum settlement charge 0.08
Tax benefit related to tax court decision (0.14)
53rd week (0.04)
Inventory fair value adjustments 0.02 0.21
Gain on previously held equity interests (0.60)
Venezuela currency devaluation 0.07
Asset write-off 0.06
Foundation contribution 0.04
Debt repurchase 0.07
Net income attributable to PepsiCo per common share diluted,
excluding above items* $ 4.10** $ 4.40 $ 4.13** (7)% 7%
Impact of foreign exchange translation 2 (1)
Growth in net income attributable to PepsiCo per common share
diluted, excluding above items, on a constant currency basis* (5)% 5%**
* See Non-GAAP Measures
** Does not sum due to rounding
2012
Net interest expense increased $9million, primarily reflecting
higher average debt balances and higher rates on our debt
balances, partially offset by gains in the market value of invest-
ments used to economically hedge a portion of our deferred
compensation costs and the impact of the 53rd week in the
prior year.
The tax rate decreased 1.6 percentage points compared
to 2011, primarily reflecting the tax impact of a favorable tax
court decision combined with the pre-payment of Medicare
subsidy liabilities, partially offset by the tax impact of the trans-
action with Tingyi and the lapping of prior year tax benefits
related to a portion of our international bottling operations.
Net income attributable to PepsiCo decreased 4% and net
income attributable to PepsiCo per common share decreased
3%. Items affecting comparability (see Items Affecting
Comparability) positively contributed 4 percentage points
to both net income attributable to PepsiCo and net income
attributable to PepsiCo per common share.
2011
Bottling equity income decreased $735million, reflecting the
gain in the prior year on our previously held equity interests
in connection with our acquisitions of PBG and PAS. Prior to
our acquisitions of PBG and PAS on February 26, 2010, we
had noncontrolling interests in each of these bottlers and
consequently included our share of their net income in bottling
equity income. Upon consummation of the acquisitions in the
first quarter of 2010, we began to consolidate the results of
these bottlers and recorded this gain in bottling equity income
associated with revaluing our previously held equity interests
in PBG and PAS to fair value.
Net interest expense decreased $36 million, primarily
reflecting interest expense in the prior year in connection with
our cash tender offer to repurchase debt in 2010, partially
offset by higher average debt balances in 2011.
The tax rate increased 3.8percentage points compared to
2010, primarily reflecting the prior year non-taxable gain and
reversal of deferred taxes attributable to our previously held
equity interests in connection with our acquisitions of PBG
and PAS.
Net income attributable to PepsiCo increased 2% and net
income attributable to PepsiCo per common share increased
3%. Items affecting comparability (see Items Affecting
Comparability) decreased net income attributable to PepsiCo
by 3percentage points and net income attributable to PepsiCo
per common share by 3.5percentage points.
Results of Operations Division Review
The results and discussions below are based on how our Chief Executive Officer monitors the performance of our divisions.
Accordingly, 2012 and 2011 volume growth measures reflect an adjustment to the base year for divestitures that occurred
in 2012 and 2011. See Items Affecting Comparability for a discussion of items to consider when evaluating our results and
related information regarding non-GAAP measures.
FLNA QFNA LAF PAB Europe AMEA Total
Net Revenue, 2012 $ 13,574 $ 2,636 $ 7,780 $ 21,408 $ 13,441 $ 6,653 $ 65,492
Net Revenue, 2011 $ 13,322 $ 2,656 $ 7,156 $ 22,418 $ 13,560 $ 7,392 $ 66,504
% Impact of:
Volume
(a)
(1)% (1)% 4% (3)% % 8% %
Effective net pricing
(b)
3 1 10 3 4 2 4
Foreign exchange translation (7) (7) (3) (2.5)
Acquisitions and divestitures 2 (4.5) 2 (17) (3)
Reported growth
(c)
2% (1)% 9% (4.5)% (1)% (10)% (1.5)%
FLNA QFNA LAF PAB Europe AMEA Total
Net Revenue, 2011 $ 13,322 $ 2,656 $ 7,156 $ 22,418 $ 13,560 $ 7,392 $ 66,504
Net Revenue, 2010 $ 12,573 $ 2,656 $ 6,315 $ 20,401 $ 9,602 $ 6,291 $ 57,838
% Impact of:
Volume
(a)
2% (5)% 3.5% * * 10% *
Effective net pricing
(b)
3 4 8 * * 6 *
Foreign exchange translation 1 2 1% 3% 2 1%
Acquisitions and divestitures * * *
Reported growth
(c)
6% % 13% 10% 41% 17% 15%
(a) Excludes the impact of acquisitions and divestitures. In certain instances, volume growth varies from the amounts disclosed in the following divisional discussions due to
nonconsolidated joint venture volume, and, for our beverage businesses, temporary timing differences between BCS and CSE. Our net revenue excludes nonconsolidated
joint venture volume, and, for our beverage businesses, is based on CSE.
(b) Includes the year-over-year impact of discrete pricing actions, sales incentive activities and mix resulting from selling varying products in different package sizes and in
different countries.
(c) Amounts may not sum due to rounding.
* It is impractical to separately determine and quantify the impact of our acquisitions of PBG and PAS from changes in our pre-existing beverage business since we now
manage these businesses as an integrated system.
Organic Revenue Growth
Organic revenue growth is a significant measure we use to monitor net revenue performance. However, it is not a measure
provided by accounting principles generally accepted in the U.S. Therefore, this measure is not, and should not be viewed as, a
substitute for U.S. GAAP net revenue growth. In order to compute our organic revenue growth results, we exclude the impact
of acquisitions and divestitures, foreign exchange translation and the 53rd week from reported net revenue growth. See also
Non-GAAP Measures.
2012 FLNA QFNA LAF PAB Europe AMEA Total
Reported Growth 2% (1)% 9% (4.5)% (1)% (10)% (1.5)%
% Impact of:
Foreign exchange translation 7 7 3 2.5
Acquisitions and divestitures (2) 4.5 (2) 17 3
53rd week 2 2 1 1
Organic Growth
(a)
4% 1% 14% 1.5% 4% 10% 5%
2011 FLNA QFNA LAF PAB Europe AMEA Total
Reported Growth 6% % 13% 10% 41% 17% 15%
% Impact of:
Foreign exchange translation (1) (2) (1) (3) (2) (1)
Acquisitions and divestitures * * *
53rd week (2) (2) (1) (1)
Organic Growth
(a)
3.5% (2 )% 11% * * 16% *
(a) Amounts may not sum due to rounding.
* It is impractical to separately determine and quantify the impact of our acquisitions of PBG and PAS from changes in our pre-existing beverage business since we now
manage these businesses as an integrated system.
% Change
2012 2011 2010 2012 2011
Net revenue $ 13,574 $ 13,322 $ 12,573 2 6
53rd week (260)
Net revenue excluding above item* $ 13,574 $ 13,062 $ 12,573 4 4
Impact of foreign exchange translation
Net revenue growth excluding above item, on a constant currency basis* 4 3.5**
Operating profit $ 3,646 $ 3,621 $ 3,376 1 7
Restructuring and impairment charges 38 76
53rd week (72)
Operating profit excluding above items* $ 3,684 $ 3,625 $ 3,376 2 7
Impact of foreign exchange translation
Operating profit growth excluding above items, on a constant currency basis* 2 7
2012
Net revenue increased 2% and pound volume declined 1%.
Net revenue growth was driven by effective net pricing, par-
tially offset by the volume decline. The volume performance
reflects double-digit declines in trademark SunChips and Rold
Gold, a low-single-digit decline in trademark Lays and a mid-
single-digit decline in trademark Tostitos, partially offset by a
high-single-digit increase in variety packs and a double-digit
increase in our Sabra joint venture. The impact of the 53rd
week in the prior year reduced both volume and net revenue
performance by 2percentage points.
Operating profit grew 1%, driven by the net revenue growth
and planned cost reductions across a number of expense
categories, partially offset by higher commodity costs, pri-
marily cooking oil, which reduced operating profit growth by
6 percentage points, and higher advertising and marketing
expenses. The impact of the 53rd week in the prior year
reduced operating profit growth by 2 percentage points.
Lower restructuring and impairment charges contributed
1percentage point to operating profit growth.
2011
Net revenue increased 6% and pound volume grew 3%. The
volume growth primarily reflected double-digit growth in
our Sabra joint venture and in variety packs, as well as mid-
single-digit growth in trademark Doritos, Cheetos and Ruffles.
These gains were partially offset by a double-digit decline in
trademark SunChips. Net revenue growth also benefited from
effective net pricing. The 53rd week contributed 2percentage
points to both net revenue and volume growth.
Operating profit grew 7%, primarily reflecting the net rev-
enue growth. Restructuring charges reduced operating profit
growth by 2 percentage points and were offset by the 53rd
week, which contributed 2 percentage points to operating
profit growth.
Quaker Foods North America
% Change
2012 2011 2010 2012 2011
Net revenue $ 2,636 $ 2,656 $ 2,656 (1)
53rd week (42)
Net revenue excluding above item* $ 2,636 $ 2,614 $ 2,656 1 (2)
Impact of foreign exchange translation (1)
Net revenue growth excluding above item, on a constant currency basis* 1 (2)**
Operating profit $ 695 $ 797 $ 741 (13) 8
53rd week (12)
Operating profit excluding above items* $ 704 $ 803 $ 741 (12) 8
Impact of foreign exchange translation (0.5)
Operating profit growth excluding above items, on a constant currency basis* (12) 8**
2012
Net revenue and volume declined 1%. The net revenue decline
reflects the lower volume, partially offset by effective net
pricing. The volume decline primarily reflects a double-digit
decline in Chewy granola bars and a low-single-digit decline
in oatmeal, partially offset by the introduction of Soft Baked
Cookies in the second quarter. The volume and net revenue
declines reflect the impact of the 53rd week in 2011, which
contributed nearly 2 percentage points to both the net rev-
enue and volume declines.
Operating profit declined 13%, primarily reflecting higher
commodity costs, which negatively impacted operating
profit performance by 9 percentage points, partially offset
by lower general and administrative expenses and effective
net pricing. The net impact of acquisitions and divestitures,
including a partnership investment in 2012 and the gain on
the divestiture of a business in the prior year, reduced operat-
ing profit performance by 5 percentage points. Additionally,
the benefit from a change in accounting methodology for
inventory and the sale of a distribution center, both of which
were recorded in the prior year, each contributed 2percent-
age points to the operating profit decline. The net impact of
items affecting comparability in the above table (see Items
Affecting Comparability) negatively impacted operating
profit performance by 1percentage point.
2011
Net revenue was flat and volume declined 5%. The impact of
positive net pricing, driven primarily by price increases taken
in the fourth quarter of 2010, was partially offset by negative
mix. The volume decline primarily reflects double-digit volume
declines in ready-to-eat cereals and Chewy granola bars, as
well as a mid-single-digit decline in Aunt Jemima syrup and
mix. Favorable foreign exchange contributed nearly 1percent-
age point to the net revenue performance. The 53rd week
positively contributed almost 2percentage points to both the
net revenue and volume performance.
Operating profit grew 8%, primarily reflecting the favorable
effective net pricing, partially offset by the volume declines.
Gains on the divestiture of a business and the sale of a distribu-
tion center increased operating profit growth by 4percentage
points, and a change in accounting methodology for inven-
tory contributed 2 percentage points to operating profit
growth (see Note1 to our consolidated financial statements).
Restructuring charges reduced operating profit growth by
over 2percentage points and were mostly offset by the 53rd
week, which contributed 2 percentage points to operating
profit growth.
Latin America Foods
% Change
2012 2011 2010 2012 2011
Net revenue $ 7,780 $ 7,156 $ 6,315 9 13
Net revenue growth, on a constant currency basis* 16 11
Operating profit $ 1,059 $ 1,078 $ 1,004 (2) 7
Operating profit excluding above item* $ 1,109 $ 1,126 $ 1,004 (1.5) 12
Impact of foreign exchange translation 5.5 (1)
Operating profit growth excluding above item, on a constant currency basis* 4 11
2012
Net revenue increased 9%, primarily reflecting effective net
pricing and volume growth. Acquisitions and divestitures in
Argentina and Brazil in the prior year contributed 2percentage
points to net revenue growth. Unfavorable foreign exchange
reduced net revenue growth by 7percentage points.
Volume increased 13%, primarily reflecting a mid-single-
digit increase in Mexico and a slight increase in Brazil (excluding
the impact of an acquisition). Acquisitions contributed 9per-
centage points to the volume growth.
Operating profit decreased 2%, driven by higher commodity
costs, which negatively impacted operating profit perfor-
mance by 17 percentage points, as well as other cost increases
reflecting strategic investments. These impacts were partially
offset by the net revenue growth and planned cost reductions
across a number of expense categories. The net impact of
acquisitions and divestitures reduced operating profit growth
by 3.5 percentage points, primarily as a result of a gain in
the prior year associated with the sale of a fish business in
Brazil. Unfavorable foreign exchange reduced operating profit
growth by 5.5percentage points.
2011
Net revenue increased 13%, primarily reflecting effective
net pricing and volume growth. Favorable foreign exchange
contributed 2 percentage points to net revenue growth.
Acquisitions and divestitures had a nominal impact on the net
revenue growth rate.
Volume increased 5%, primarily reflecting mid-single-digit
increases in Brazil (excluding the impact of an acquisition in the
fourth quarter) and at Gamesa in Mexico. Additionally, Sabritas
in Mexico was up slightly. Acquisitions contributed 1percent-
age point to the volume growth.
Operating profit grew 7%, driven by the net revenue growth,
partially offset by higher commodity costs. Acquisitions and
divestitures, which included a gain from the sale of a fish
business in Brazil, contributed nearly 4 percentage points to
operating profit growth. Restructuring charges reduced oper-
ating profit growth by 5percentage points.
PepsiCo Americas Beverages
% Change
2012 2011 2010 2012 2011
Net revenue $ 21,408 $ 22,418 $ 20,401 (4.5) 10
53rd week (288)
Net revenue excluding above item* $ 21,408 $ 22,130 $ 20,401 (3) 8
Impact of foreign exchange translation (1)
Net revenue growth excluding above item, on a constant currency basis* (3) 8**
Operating profit $ 2,937 $ 3,273 $ 2,776 (10) 18
Merger and integration charges 112 467
53rd week (35)
Inventory fair value adjustments 21 358
Venezuela currency devaluation (9)
Operating profit excluding above items* $ 3,039 $ 3,452 $ 3,592 (12) (4)
Impact of foreign exchange translation 1 (0.5)
Operating profit growth excluding above items, on a constant currency basis* (11) (4)**
2012
Net revenue decreased 4.5%, primarily reflecting the dives-
titure of our Mexico beverage business in the fourth quarter
of 2011, which contributed 5 percentage points to the net
revenue decline. Additionally, volume declines were offset by
favorable effective net pricing. The impact of the 53rd week
in the prior year contributed over 1 percentage point to the
net revenue decline.
Volume decreased 2%, driven by a 4% decline in North
America volume, partially offset by a 2% increase in Latin
America volume. North America volume declines were driven by
a 4% decline in CSDs and a 3% decline in non-carbonated bev-
erage volumes. The non-carbonated beverage volume decline
primarily reflected a double-digit decline in Tropicana brands
and a low-single-digit decline in Gatorade sports drinks. Latin
America volume growth primarily reflected mid-single-digit
increases in Mexico and Brazil, partially offset by a high-single-
digit decline in Venezuela. The impact of the 53rd week in the
prior year contributed 1percentage point to the volume decline.
Reported operating profit decreased 10%, primarily reflect-
ing higher commodity costs, which negatively impacted
operating profit performance by 12 percentage points, the
volume decline and higher advertising and marketing expenses,
partially offset by effective net pricing and planned cost reduc-
tions across a number of expense categories. Excluding the
Affecting Comparability) operating profit declined 12%. The
divestiture of our Mexico beverage business in 2011 contrib-
uted nearly 3 percentage points to the reported operating
profit decline and included a one-time gain associated with the
contribution of this business to form a joint venture with both
Organizacion Cultiba SAB de CV (Cultiba), formerly Geupec,
and Empresas Polar. Unfavorable foreign exchange contrib-
uted 1percentage point to the operating profit decline.
2011
Net revenue increased 10%, primarily reflecting the incre-
mental finished goods revenue related to our acquisitions of
PBG and PAS. Favorable foreign exchange contributed nearly
1percentage point to net revenue growth and the 53rd week
contributed over 1percentage point to net revenue growth.
Volume increased 2%, primarily reflecting a 3% increase
in Latin America volume, as well as volume from incremental
brands related to our DPSG manufacturing and distribution
agreement, which contributed 1percentage point to volume
growth. North America volume, excluding the impact of the
incremental DPSG volume, increased slightly, as a 4% increase
in non-carbonated beverage volume was partially offset by
a 2% decline in CSD volume. The non-carbonated beverage
volume growth primarily reflected a double-digit increase in
Gatorade sports drinks. The 53rd week contributed 1percent-
age point to volume growth.
Reported operating profit increased 18%, primarily reflect-
ing the items affecting comparability in the above table (see
Items Affecting Comparability). Excluding these items, oper-
ating profit decreased 4%, mainly driven by higher commodity
costs and higher selling and distribution costs, partially offset
by the net revenue growth. Operating profit performance also
benefited from the impact of certain insurance adjustments
and more-favorable settlements of promotional spending
accruals in the current year, which collectively contributed
2percentage points to the reported operating profit growth.
The net impact of the divestiture of our Mexico beverage
business in the fourth quarter contributed 1percentage point
to reported operating profit growth and included a one-time
gain associated with the contribution of this business to form
a joint venture with both Cultiba and Empresas Polar.
Europe
% Change
2012 2011 2010 2012 2011
Net revenue $ 13,441 $ 13,560 $ 9,602 (1) 41
53rd week (33)
Net revenue excluding above item* $ 13,441 $ 13,527 $ 9,602 (1) 41
Net revenue growth excluding above item, on a constant currency basis* 6 38
Operating profit $ 1,330 $ 1,210 $ 1,054 10 15
Merger and integration charges 11 123 111
53rd week (8)
Inventory fair value adjustments 25 40
Operating profit excluding above items* $ 1,383 $ 1,427 $ 1,205 (3) 18
Operating profit growth excluding above items, on a constant currency basis* 3 14
2012
Net revenue decreased 1%, primarily reflecting unfavorable
foreign exchange, which reduced net revenue growth by 7per-
centage points, partially offset by effective net pricing. Our
acquisition of WBD positively contributed 2percentage points
to the net revenue performance.
Snacks volume grew 3%, mainly due to our acquisition
of WBD, which contributed 2 percentage points to volume
growth and declined slightly for the comparable post-
acquisition period. Double-digit growth in Russia (ex-WBD)
and mid-single-digit growth in South Africa were partially
offset by a mid-single-digit decline in Poland. Additionally, the
United Kingdom was flat.
Beverage volume increased 1%, primarily reflecting our
acquisition of WBD, which contributed over 1percentage point
to volume growth and increased at a low-single-digit rate for
the comparable post-acquisition period. Volume growth also
reflected mid-single-digit growth in Turkey and low- single-
digit growth in Russia (ex-WBD) and the United Kingdom.
These increases were partially offset by a high-single-digit
decline in Poland and a low-single-digit decline in Germany.
Operating profit increased 10%, primarily reflecting the
Affecting Comparability). Excluding these items affect-
ing comparability, operating profit declined 3%, driven by
higher commodity costs and unfavorable foreign exchange,
which reduced operating profit performance by 17 percent-
age points and 6 points, respectively, as well as other cost
increases reflecting certain strategic investments. These
impacts were partially offset by the effective net pricing and
planned cost reductions across a number of expense cat-
egories. Additionally, certain impairment charges primarily
associated with our operations in Greece reduced reported
operating profit growth by 2percentage points.
2011
Net revenue grew 41%, primarily reflecting our acquisition of
WBD, which contributed 29percentage points to net revenue
growth, and the incremental finished goods revenue related to
our acquisitions of PBG and PAS. Favorable foreign exchange
contributed 3percentage points to net revenue growth.
Snacks volume grew 35%, primarily reflecting our acqui-
sition of WBD, which contributed 31 percentage points to
volume growth. Double-digit growth in Turkey and South
Africa and high-single-digit growth in Russia (ex-WBD)
were partially offset by a mid-single-digit decline in Spain.
Additionally, Walkers in the United Kingdom experienced low-
single-digit growth.
Beverage volume increased 21%, primarily reflecting our
acquisition of WBD, which contributed 20percentage points to
volume growth, and incremental brands related to our acquisi-
tions of PBG and PAS, which contributed nearly 1percentage
point to volume growth. A double-digit increase in Turkey and
mid-single-digit increases in the United Kingdom and France
were offset by a high-single-digit decline in Russia (ex-WBD).
Reported operating profit increased 15%, primarily
reflecting the net revenue growth, partially offset by higher
commodity costs. Our acquisition of WBD contributed
19percentage points to the reported operating profit growth
and reflected net charges of $56 million included in items
affecting comparability in the above table (see Items Affecting
Comparability). Excluding the items affecting comparability,
operating profit increased 18%. Favorable foreign exchange
contributed 4percentage points to operating profit growth.
Asia, Middle East and Africa
% Change
2012 2011 2010 2012 2011
Net revenue $ 6,653 $ 7,392 $ 6,291 (10) 17
Net revenue growth, on a constant currency basis* (7) 16**
Operating profit $ 747 $ 887 $ 708 (16) 25
Restructuring and other charges related to the transaction with Tingyi 150
Operating profit excluding above items* $ 925 $ 896 $ 708 3 27
Impact of foreign exchange translation 1 (2.5)
Operating profit growth excluding above items, on a constant currency basis* 4 24**
2012
Net revenue declined 10%, reflecting the impact of the trans-
action with Tingyi and the deconsolidation of International
Dairy and Juice Limited (IDJ), which reduced net revenue per-
formance by 15percentage points and 2percentage points,
respectively, partially offset by volume growth and effective
net pricing. Unfavorable foreign exchange negatively impacted
net revenue performance by nearly 3percentage points.
Snacks volume grew 14%, reflecting broad-based increases,
which included double-digit growth in the Middle East, India
and China. Additionally, Australia experienced low-single-
digit growth.
Beverage volume grew 10%, driven by double-digit growth
in India and Pakistan and high-single-digit growth in the
Middle East as well as in China, which included the benefit
of new co-branded juice products distributed through our
joint venture with Tingyi. The Tingyi co-branded volume had
a 4- percentage-point impact on AMEAs reported bever-
age volume. Excluding the benefit of the Tingyi co-branded
volume, beverage volume in China declined high-single digits
due to Tingyis transitional impact on AMEAs legacy juice busi-
ness, the introduction of a 500ml PET value package in the
third quarter of 2011, which largely replaced our 600ml offer-
ing in the market, and the timing of the New Years holiday.
Operating profit declined 16%, driven by the items affect-
ing comparability in the above table (see Items Affecting
Comparability). Excluding these items affecting compara-
bility, operating profit increased 3%, reflecting the volume
growth and effective net pricing, partially offset by higher
commodity costs, which negatively impacted operating profit
performance by 10 percentage points. Excluding the restruc-
turing and other charges related to the transaction with
Tingyi listed in the above items affecting comparability, the
net impact of acquisitions and divestitures reduced reported
operating profit by 2percentage points, primarily as a resultof
a one-time gain in the prior year associated with the sale
of our investment in our franchise bottler in Thailand, which
negatively impacted reported operating profit performance by
13percentage points. This decline was partially offset by the
impact of structural changes related to the transaction with
Tingyi, which positively contributed 11 percentage points to
reported operating profit performance. Unfavorable foreign
exchange reduced reported operating profit performance by
1percentage point.
2011
Net revenue grew 17%, reflecting volume growth and favor-
able effective net pricing. Foreign exchange contributed
2percentage points to net revenue growth. Acquisitions had a
nominal impact on net revenue growth.
Snacks volume grew 15%, reflecting broad-based increases
driven by double-digit growth in India, China and the
Middle East.
Beverage volume grew 5%, driven by double-digit growth in
India and mid-single-digit growth in China and the Middle East.
Acquisitions had a nominal impact on the beverage volume
growth rate.
Operating profit grew 25%, driven primarily by the net
revenue growth, partially offset by higher commodity costs.
Acquisitions and divestitures increased operating profit
growth by 16percentage points, primarily as a result of a one-
time gain associated with the sale of our investment in our
franchise bottler in Thailand. Favorable foreign exchange con-
tributed 2.5percentage points to the operating profit growth.
Our Liquidity and Capital Resources
We believe that our cash generating capability and financial
condition, together with our revolving credit facilities and
other available methods of debt financing (including long-term
debt financing which, depending upon market conditions, we
may use to replace a portion of our commercial paper bor-
rowings), will be adequate to meet our operating, investing
and financing needs. Sources of cash available to us to fund
cash outflows, such as our anticipated share repurchases and
dividend payments, include cash from operations and pro-
ceeds obtained in the U.S. debt markets. However, there can
be no assurance that volatility in the global capital and credit
markets will not impair our ability to access these markets on
terms commercially acceptable to us, or at all. See Note9 to
our consolidated financial statements for a description of our
credit facilities. See also Unfavorable economic conditions
may have an adverse impact on our business results or finan-
cial condition. in Our Business Risks.
As of December 29, 2012, we had cash, cash equivalents
and short-term investments of $5.3 billion outside the U.S.
To the extent foreign earnings are repatriated, such amounts
would be subject to income tax liabilities, both in the U.S. and
in various applicable foreign jurisdictions. In addition, currency
restrictions enacted by the government in Venezuela have
impacted our ability to pay dividends outside of the country
from our snack and beverage operations in Venezuela. As
of December 29, 2012, our operations in Venezuela com-
prised 7% of our cash and cash equivalents balance. Effective
February 2013, the Venezuelan government devalued the
bolivar by resetting the official exchange rate to 6.3 bolivars
per dollar. For additional information on the impact of the
devaluation, see Market RisksForeign Exchange in Our
Business Risks.
Furthermore, our cash provided from operating activities
is somewhat impacted by seasonality. Working capital needs
are impacted by weekly sales, which are generally highest in
the third quarter due to seasonal and holiday-related sales
patterns, and generally lowest in the first quarter. On a con-
tinuing basis, we consider various transactions to increase
shareholder value and enhance our business results, including
acquisitions, divestitures, joint ventures, share repurchases
and other structural changes. These transactions may result
in future cash proceeds or payments.
The table below summarizes our cash activity:
2012 2011 2010
Net cash provided by operating
activities $ 8,479 $ 8,944 $ 8,448
Net cash used for investing
activities $ (3,005) $ (5,618) $ (7,668)
Net cash (used for)/provided by
financing activities $ (3,306) $ (5,135) $ 1,386
Operating Activities
During 2012, net cash provided by operating activities was
$8.5billion, compared to net cash provided of $8.9billion in
the prior year. The operating cash flow performance primarily
reflects discretionary pension and retiree medical contribu-
tions of $1.5 billion ($1.1 billion after-tax) in 2012, partially
offset by favorable working capital comparisons to 2011.
During 2011, net cash provided by operating activities was
$8.9billion, compared to net cash provided of $8.4billion in
the prior year. The increase over 2010 primarily reflects the
overlap of discretionary pension contributions of $1.3 billion
($1.0billion after-tax) in 2010, partially offset by unfavorable
working capital comparisons to the prior year.
Also see Management Operating Cash Flow below for
certain other items impacting net cash provided by operat-
ing activities.
Investing Activities
During 2012, net cash used for investing activities was $3.0bil-
lion, primarily reflecting $2.6 billion for net capital spending
and $0.3 billion of cash payments related to the transaction
with Tingyi.
During 2011, net cash used for investing activities was
$5.6 billion, primarily reflecting $3.3 billion for net capital
spending and $2.4 billion of cash paid, net of cash and cash
equivalents acquired, in connection with our acquisition
of WBD.
We expect 2013 net capital spending to be approximately
$3.0 billion, within our long-term capital spending target of
less than or equal to 5% of net revenue.
Financing Activities
During 2012, net cash used for financing activities was
$3.3 billion, primarily reflecting the return of operating cash
flow to our shareholders through dividend payments and
share repurchases of $6.5 billion as well as net repayments
of short-term borrowings of $1.5 billion, partially offset by
net proceeds from long-term debt of $3.6 billion and stock
option proceeds of $1.1billion.
During 2011, net cash used for financing activities was
$5.1 billion, primarily reflecting the return of operating cash
flow to our shareholders through share repurchases and divi-
dend payments of $5.6 billion, our purchase of an additional
$1.4 billion of WBD ordinary shares (including shares under-
lying American Depositary Shares (ADS)) and our repurchase
of certain WBD debt obligations of $0.8billion, partially offset
by net proceeds from long-term debt of $1.4billion and stock
option proceeds of $0.9billion.
We annually review our capital structure with our Board
of Directors, including our dividend policy and share repur-
chase activity. In the first quarter of 2013, we approved a new
share repurchase program providing for the repurchase of up
to $10 billion of PepsiCo common stock from July 1, 2013
through June30, 2016, which will succeed the current repur-
chase program that expires on June30, 2013. In addition, we
announced a 5.6% increase in our annualized dividend to $2.27
per share from $2.15 per share, effective with the dividend
payable in June 2013. Under these programs, we expect to
return a total of $6.4billion to shareholders in 2013 through
dividends of approximately $3.4billion and share repurchases
of approximately $3.0billion.
Management Operating Cash Flow
We focus on management operating cash flow as a key element
in achieving maximum shareholder value. Since net capital
spending is essential to our product innovation initiatives and
maintaining our operational capabilities, we believe that it is a
recurring and necessary use of cash. As such, we believe inves-
tors should also consider net capital spending when evaluating
our cash from operating activities. Additionally, we consider
certain items (included in the table below) in evaluating man-
agement operating cash flow. We believe investors should
consider these items in evaluating our management operating
cash flow results. Management operating cash flow excluding
certain items is the primary measure we use to monitor cash
flow performance. However, it is not a measure provided by
U.S. GAAP. Therefore, this measure is not, and should not be
viewed as, a substitute for U.S. GAAP cash flow measures.
The table below reconciles net cash provided by operat-
ing activities, as reflected in our cash flow statement, to our
management operating cash flow excluding the impact of the
items below.
2012 2011 2010
Net cash provided by operating
activities $ 8,479 $ 8,944 $ 8,448
Capital spending (2,714) (3,339) (3,253)
Sales of property, plant and
equipment 95 84 81
Management operating cash flow 5,860 5,689 5,276
Discretionary pension and retiree
medical contributions (after-tax) 1,051 44 983
Merger and integration payments
(after-tax) 63 283 299
Payments related to restructuring
charges (after-tax) 260 21 20
Capital investments related to the
PBG/PAS integration 10 108 138
Capital investments related to the
Productivity Plan 26
Payments for restructuring and other
charges related to the transaction
with Tingyi (after-tax) 117
Foundation contribution (after-tax) 64
Debt repurchase (after-tax) 112
Management operating cash flow
excluding above items $ 7,387 $ 6,145 $ 6,892
In all years presented, management operating cash flow was
used primarily to repurchase shares and pay dividends. We
expect to continue to return management operating cash flow
to our shareholders through dividends and share repurchases
while maintaining credit ratings that provide us with ready
access to global and capital credit markets. However, see Our
borrowing costs and access to capital and credit markets may
be adversely affected by a downgrade or potential downgrade
of our credit ratings. in Our Business Risks for certain fac-
tors that may impact our operating cash flows.
Any downgrade of our credit ratings by a credit rating
agency, especially any downgrade to below investment grade,
could increase our future borrowing costs or impair our ability
to access capital and credit markets on terms commercially
acceptable to us, or at all. In addition, any downgrade of our
current short-term credit ratings could impair our ability to
access the commercial paper market with the same flexibility
that we have experienced historically, and therefore require us
to rely more heavily on more expensive types of debt financ-
ing. See Our Business Risks, Note 9 to our consolidated
financial statements and Our borrowing costs and access
to capital and credit markets may be adversely affected by a
downgrade or potential downgrade of our credit ratings. in
Our Business Risks.
Credit Facilities and Long-Term Contractual
Commitments
See Note 9 to our consolidated financial statements for a
description of our credit facilities and long-term contrac-
tual commitments.
Of-Balance-Sheet Arrangements
It is not our business practice to enter into off-balance-sheet
arrangements, other than in the normal course of business.
Additionally, we do not enter into off-balance-sheet transac-
tions specifically structured to provide income or tax benefits
or to avoid recognizing or disclosing assets or liabilities. See
Consolidated Statement of Income PepsiCo, Inc. and Subsidiaries
Fiscal years ended December29, 2012, December31, 2011 and December25, 2010
(in millions except per share amounts) 2012 2011 2010
Net Revenue $ 65,492 $ 66,504 $ 57,838
Cost of sales 31,291 31,593 26,575
Selling, general and administrative expenses 24,970 25,145 22,814
Amortization of intangible assets 119 133 117
Operating Profit 9,112 9,633 8,332
Bottling equity income 735
Interest expense (899) (856) (903)
Interest income and other 91 57 68
Income before income taxes 8,304 8,834 8,232
Provision for income taxes 2,090 2,372 1,894
Net income 6,214 6,462 6,338
Less: Net income attributable to noncontrolling interests 36 19 18
Net Income Attributable to PepsiCo $ 6,178 $ 6,443 $ 6,320
Net Income Attributable to PepsiCo per Common Share
Basic $ 3.96 $ 4.08 $ 3.97
Diluted $ 3.92 $ 4.03 $ 3.91
Weighted-average common shares outstanding
Basic 1,557 1,576 1,590
Diluted 1,575 1,597 1,614
Cash dividends declared per common share $ 2.1275 $ 2.025 $ 1.89
See accompanying notes to consolidated financial statements.
Consolidated Statement of Comprehensive Income PepsiCo, Inc. and Subsidiaries
2012
(in millions)
Pre-tax
amounts
Tax
benefit/
(expense)
After-tax
amounts
Net income $ 6,214
Other Comprehensive Income
Currency translation adjustment $ 737 $ 737
Cash flow hedges:
Net derivative losses (50) 10 (40)
Reclassification of net losses to net income 90 (32) 58
Pension and retiree medical:
Net prior service cost (32) 12 (20)
Net losses (41) (11) (52)
Unrealized gains on securities 18 18
Other 36 36
Total Other Comprehensive Income $ 722 $ 15 737
Comprehensive income 6,951
Comprehensive income attributable to noncontrolling interests (31)
Comprehensive Income Attributable to PepsiCo $ 6,920
2011
Pre-tax
amounts
Tax
benefit/
(expense)
After-tax
amounts
Net income $ 6,462
Other Comprehensive Loss
Currency translation adjustment $ (1,464) $ (1,464)
Cash flow hedges:
Reclassification of net losses to net income 5 4 9
Net prior service cost (18) 8 (10)
Net losses (1,468) 501 (967)
Unrealized losses on securities (27) 19 (8)
Other (16) 5 (11)
Total Other Comprehensive Loss $ (3,114) $ 580 (2,534)
2010
Pre-tax
amounts
Tax
benefit/
(expense)
After-tax
amounts
Net income $ 6,338
Other Comprehensive Income
Currency translation adjustment $ 299 $ 299
Cash flow hedges:
Reclassification of net losses to net income 75 (25) 50
Net prior service credit 35 (13) 22
Net losses (260) 124 (136)
Unrealized gains on securities 24 (1) 23
Other (25) (36) (61)
Total Other Comprehensive Income $ 79 $ 72 151
Consolidated Statement of Cash Flows PepsiCo, Inc. and Subsidiaries
(in millions) 2012 2011 2010
Operating Activities
Net income $ 6,214 $ 6,462 $ 6,338
Depreciation and amortization 2,689 2,737 2,327
Stock-based compensation expense 278 326 299
Merger and integration costs 16 329 808
Cash payments for merger and integration costs (83) (377) (385)
Cash payments for restructuring charges (343) (31) (31)
Restructuring and other charges related to the transaction with Tingyi 176
Cash payments for restructuring and other charges related to the transaction with Tingyi (109)
Gain on previously held equity interests in PBG and PAS (958)
Asset write-off 145
Non-cash foreign exchange loss related to Venezuela devaluation 120
Excess tax benefits from share-based payment arrangements (124) (70) (107)
Pension and retiree medical plan contributions (1,865) (349) (1,734)
Pension and retiree medical plan expenses 796 571 453
Bottling equity income, net of dividends 42
Deferred income taxes and other tax charges and credits 321 495 500
Change in accounts and notes receivable (250) (666) (268)
Change in inventories 144 (331) 276
Change in prepaid expenses and other current assets 89 (27) 144
Change in accounts payable and other current liabilities 548 520 488
Change in income taxes payable (97) (340) 123
Other, net (200) (688) (132)
Net Cash Provided by Operating Activities 8,479 8,944 8,448
Investing Activities
Capital spending (2,714) (3,339) (3,253)
Sales of property, plant and equipment 95 84 81
Acquisitions of PBG and PAS, net of cash and cash equivalents acquired (2,833)
Acquisition of manufacturing and distribution rights from DPSG (900)
Acquisition of WBD, net of cash and cash equivalents acquired (2,428)
Investment in WBD (164) (463)
Cash payments related to the transaction with Tingyi (306)
Other acquisitions and investments in noncontrolled affiliates (121) (601) (83)
Divestitures (32) 780 12
Short-term investments, by original maturity
More than three months purchases (12)
More than three months maturities 21 29
Three months or less, net 61 45 (229)
Other investing, net 12 (16) (17)
Net Cash Used for Investing Activities (3,005) (5,618) (7,668)
(Continued on following page)
Consolidated Statement of Cash Flows PepsiCo, Inc. and Subsidiaries
(continued)
(in millions) 2012 2011 2010
Financing Activities
Proceeds from issuances of long-term debt $ 5,999 $ 3,000 $ 6,451
Payments of long-term debt (2,449) (1,596) (59)
Debt repurchase (771) (500)
Short-term borrowings, by original maturity
More than three months proceeds 549 523 227
More than three months payments (248) (559) (96)
Three months or less, net (1,762) 339 2,351
Cash dividends paid (3,305) (3,157) (2,978)
Share repurchases common (3,219) (2,489) (4,978)
Share repurchases preferred (7) (7) (5)
Proceeds from exercises of stock options 1,122 945 1,038
Excess tax benefits from share-based payment arrangements 124 70 107
Acquisition of noncontrolling interests (68) (1,406) (159)
Other financing (42) (27) (13)
Net Cash (Used for)/Provided by Financing Activities (3,306) (5,135) 1,386
Effect of exchange rate changes on cash and cash equivalents 62 (67) (166)
Net Increase/(Decrease) in Cash and Cash Equivalents 2,230 (1,876) 2,000
Cash and Cash Equivalents, Beginning of Year 4,067 5,943 3,943
Cash and Cash Equivalents, End of Year $ 6,297 $ 4,067 $ 5,943
Non-cash activity:
Issuance of common stock and equity awards in connection with our acquisitions of PBG and PAS,
asreflected in investing and financing activities $ 4,451
Consolidated Balance Sheet PepsiCo, Inc. and Subsidiaries
December29, 2012 and December31, 2011
(in millions except per share amounts) 2012 2011
ASSETS
Current Assets
Cash and cash equivalents $ 6,297 $ 4,067
Short-term investments 322 358
Accounts and notes receivable, net 7,041 6,912
Inventories 3,581 3,827
Prepaid expenses and other current assets 1,479 2,277
Total Current Assets 18,720 17,441
Property, Plant and Equipment, net 19,136 19,698
Amortizable Intangible Assets, net 1,781 1,888
Goodwill 16,971 16,800
Other nonamortizable intangible assets 14,744 14,557
Nonamortizable Intangible Assets 31,715 31,357
Investments in Noncontrolled Affiliates 1,633 1,477
Other Assets 1,653 1,021
Total Assets $ 74,638 $ 72,882
LIABILITIES AND EQUITY
Current Liabilities
Short-term obligations $ 4,815 $ 6,205
Accounts payable and other current liabilities 11,903 11,757
Income taxes payable 371 192
Total Current Liabilities 17,089 18,154
Long-Term Debt Obligations 23,544 20,568
Other Liabilities 6,543 8,266
Deferred Income Taxes 5,063 4,995
Total Liabilities 52,239 51,983
Commitments and Contingencies
Preferred Stock, no par value 41 41
Repurchased Preferred Stock (164) (157)
PepsiCo Common Shareholders Equity
Common stock, par value 1 per share (authorized 3,600 shares, issued, net of repurchased
common stock at par value: 1,544 and 1,565 shares, respectively) 26 26
Capital in excess of par value 4,178 4,461
Retained earnings 43,158 40,316
Accumulated other comprehensive loss (5,487) (6,229)
Repurchased common stock, in excess of par value (322 and 301 shares, respectively) (19,458) (17,870)
Total PepsiCo Common Shareholders Equity 22,417 20,704
Noncontrolling interests 105 311
Total Equity 22,399 20,899
Total Liabilities and Equity $ 74,638 $ 72,882
Consolidated Statement of Equity PepsiCo, Inc. and Subsidiaries
Fiscal years ended December29, 2012, December31, 2011
and December25, 2010
(in millions)
2012 2011 2010
Shares Amount Shares Amount Shares Amount
Preferred Stock 0.8 $ 41 0.8 $ 41 0.8 $ 41
Repurchased Preferred Stock
Balance, beginning of year (0.6) (157) (0.6) (150) (0.6) (145)
Redemptions (7) (7) (5)
Balance, end of year (0.6) (164) (0.6) (157) (0.6) (150)
Common Stock
Balance, beginning of year 1,565 26 1,582 26 1,566 26
Repurchased common stock (21) (17) (67) (1)
Shares issued in connection with our acquisitions of
PBG and PAS 83 1
Balance, end of year 1,544 26 1,565 26 1,582 26
Capital in Excess of Par Value
Balance, beginning of year 4,461 4,527 250
Stock-based compensation expense 278 326 299
Stock option exercises/RSUs converted
(a)
(431) (361) (500)
Withholding tax on RSUs converted (70) (56) (68)
Equity issued in connection with our acquisitions of
PBG and PAS 4,451
Other (60) 25 95
Balance, end of year 4,178 4,461 4,527
Retained Earnings
Balance, beginning of year 40,316 37,090 33,805
Net income attributable to PepsiCo 6,178 6,443 6,320
Cash dividends declared common (3,312) (3,192) (3,028)
Cash dividends declared preferred (1) (1) (1)
Cash dividends declared RSUs (23) (24) (12)
Other 6
Balance, end of year 43,158 40,316 37,090
Accumulated Other Comprehensive Loss
Balance, beginning of year (6,229) (3,630) (3,794)
Currency translation adjustment 742 (1,529) 312
Cash flow hedges, net of tax:
Net derivative losses (40) (83) (46)
Pension and retiree medical, net of tax:
Net pension and retiree medical losses (493) (1,110) (280)
Unrealized gains/(losses) on securities, net of tax 18 (8) 23
Other 36 (11) (61)
Balance, end of year (5,487) (6,229) (3,630)
Repurchased Common Stock
Balance, beginning of year (301) (17,870) (284) (16,740) (217) (13,379)
Share repurchases (47) (3,219) (39) (2,489) (76) (4,977)
Stock option exercises 24 1,488 20 1,251 24 1,487
Other 2 143 2 108 (15) 129
Balance, end of year (322) (19,458) (301) (17,870) (284) (16,740)
Total PepsiCo Common Shareholders Equity 22,417 20,704 21,273
Noncontrolling Interests
Balance, beginning of year 311 312 638
Net income attributable to noncontrolling interests 36 19 18
Distributions to noncontrolling interests, net (37) (24) (6)
Currency translation adjustment (5) 65 (13)
Acquisitions and divestitures (200) (57) (326)
Other, net (4) 1
Balance, end of year 105 311 312
Total Equity $ 22,399 $ 20,899 $ 21,476
(a) Includes total tax benefits of $84million in 2012, $43million in 2011 and $75million in 2010.
Note1 Basis of Presentation and
OurDivisions
Basis of Presentation
Our financial statements include the consolidated accounts
of PepsiCo, Inc. and the affiliates that we control. In addition,
we include our share of the results of certain other affiliates
using the equity method based on our economic ownership
interest, our ability to exercise significant influence over the
operating or financial decisions of these affiliates or our ability
to direct their economic resources. We do not control these
other affiliates, as our ownership in these other affiliates is
generally less than 50%. Intercompany balances and transac-
tions are eliminated. Our fiscal year ends on the last Saturday
of each December, resulting in an additional week of results
every five or six years. In 2011, we had an additional week of
results (53rd week).
On February 26, 2010, we completed our acquisitions of
PBG and PAS. The results of the acquired companies in the
U.S. and Canada were reflected in our consolidated results
as of the acquisition date, and the international results of the
acquired companies have been reported as of the beginning
of the second quarter of 2010, consistent with our monthly
international reporting calendar. The results of the acquired
companies in the U.S., Canada and Mexico are reported within
our PAB segment, and the results of the acquired companies in
Europe, including Russia, are reported within our Europe seg-
ment. Prior to our acquisitions of PBG and PAS, we recorded
our share of equity income or loss from the acquired compa-
nies in bottling equity income in our income statement. Our
share of income or loss from other noncontrolled affiliates is
reflected as a component of selling, general and administrative
expenses. Additionally, in the first quarter of 2010, in con-
nection with our acquisitions of PBG and PAS, we recorded
a gain on our previously held equity interests of $958million,
comprising $735million which was non-taxable and recorded
in bottling equity income and $223million related to the rever-
sal of deferred tax liabilities associated with these previously
held equity interests. See Notes8 and 15 to our consolidated
financial statements, and for additional unaudited informa-
tion on items affecting the comparability of our consolidated
results see Items Affecting Comparability in Managements
Discussion and Analysis.
As of the beginning of our 2010 fiscal year, the results of our
Venezuelan businesses are reported under hyperinflationary
accounting. See Our Business Risks and Items Affecting
Comparability in Managements Discussion and Analysis.
In the first quarter of 2011, QFNA changed its method of
accounting for certain U.S. inventories from the last-in, first-
out (LIFO) method to the average cost method as we believe
that the average cost method of accounting improves our
financial reporting by better matching revenues and expenses
and better reflecting the current value of inventory. The
impact of this change on consolidated net income in the first
quarter of 2011 was approximately $9 million (or less than
a penny per share). Prior periods were not restated as the
impact of the change on previously issued financial statements
was not considered material.
Raw materials, direct labor and plant overhead, as well as
purchasing and receiving costs, costs directly related to pro-
duction planning, inspection costs and raw material handling
facilities, are included in cost of sales. The costs of moving,
storing and delivering finished product are included in selling,
general and administrative expenses.
The preparation of our consolidated financial statements
in conformity with generally accepted accounting principles
requires us to make estimates and assumptions that affect
reported amounts of assets, liabilities, revenues, expenses
and disclosure of contingent assets and liabilities. Estimates
are used in determining, among other items, sales incentives
accruals, tax reserves, stock-based compensation, pension
and retiree medical accruals, amounts and useful lives for
intangible assets, and future cash flows associated with
impairment testing for perpetual brands, goodwill and other
long-lived assets. We evaluate our estimates on an ongoing
basis using our historical experience, as well as other factors
we believe appropriate under the circumstances, such as cur-
rent economic conditions, and adjust or revise our estimates
as circumstances change. As future events and their effect
cannot be determined with precision, actual results could
differ significantly from these estimates.
While our North America results are reported on a weekly
calendar basis, most of our international operations report on
a monthly calendar basis. In 2011, we had an additional week of
results (53rd week). The following chart details our quarterly
reporting schedule for all other reporting periods presented:
Quarter U.S. and Canada International
First Quarter 12 weeks January, February
Second Quarter 12 weeks March, April and May
Third Quarter 12 weeks June, July and August
Fourth Quarter 16 weeks September, October,
November and December
See Our Divisions below, and for additional unaudited
information on items affecting the comparability of our con-
solidated results, see Items Affecting Comparability in
Managements Discussion and Analysis.
Tabular dollars are in millions, except per share amounts.All
per share amounts reflect common per share amounts,assume
dilution unless noted, and are based on unrounded amounts.
Certain reclassifications were made to prior years amounts to
conform to the 2012 presentation.
Our Divisions
We manufacture or use contract manufacturers, market
and sell a variety of salty, convenient, sweet and grain-based
snacks, carbonated and non-carbonated beverages, dairy
products and other foods in over 200 countries and terri-
tories with our largest operations in North America (United
States and Canada), Russia, Mexico, the United Kingdom and
Brazil. Division results are based on how our Chief Executive
Officer assesses the performance of and allocates resources
to our divisions. For additional unaudited information on our
divisions, see Our Operations in Managements Discussion
and Analysis. The accounting policies for the divisions are the
same as those described in Note 2, except for the following
allocation methodologies:
stock-based compensation expense;
pension and retiree medical expense; and
derivatives.
Stock-Based Compensation Expense
Our divisions are held accountable for stock-based compensa-
tion expense and, therefore, this expense is allocated to our
divisions as an incremental employee compensation cost. The
allocation of stock-based compensation expense in 2012 was
approximately 16% to FLNA, 2% to QFNA, 5% to LAF, 25%
to PAB, 14% to Europe, 12% to AMEA and 26% to corporate
unallocated expenses. We had similar allocations of stock-
based compensation expense to our divisions in 2011 and
2010. The expense allocated to our divisions excludes any
impact of changes in our assumptions during the year which
reflect market conditions over which division management
has no control. Therefore, any variances between allocated
expense and our actual expense are recognized in corporate
unallocated expenses.
Pension and Retiree Medical Expense
Pension and retiree medical service costs measured at a fixed
discount rate, as well as amortization of costs related to cer-
tain pension plan amendments and gains and losses due to
demographics, including salary experience, are reflected in
division results for North American employees. Division results
also include interest costs, measured at a fixed discount rate,
for retiree medical plans. Interest costs for the pension plans,
pension asset returns and the impact of pension funding, and
gains and losses other than those due to demographics, are all
reflected in corporate unallocated expenses. In addition, cor-
porate unallocated expenses include the difference between
the service costs measured at a fixed discount rate (included
in division results as noted above) and the total service costs
determined using the plans discount rates as disclosed in
Derivatives
We centrally manage commodity derivatives on behalf of our
divisions. These commodity derivatives include agricultural
products, metals and energy. Certain of these commodity
derivatives do not qualify for hedge accounting treatment
and are marked to market with the resulting gains and losses
recognized in corporate unallocated expenses. These gains
and losses are subsequently reflected in division results when
the divisions take delivery of the underlying commodity.
Therefore, the divisions realize the economic effects of the
derivative without experiencing any resulting mark-to-market
volatility, which remains in corporate unallocated expenses.
These derivatives hedge underlying commodity price risk and
were not entered into for speculative purposes.
Net Revenue Operating Profit
(a)
2012 2011 2010 2012 2011 2010
FLNA $ 13,574 $ 13,322 $ 12,573 $ 3,646 $ 3,621 $ 3,376
QFNA 2,636 2,656 2,656 695 797 741
LAF 7,780 7,156 6,315 1,059 1,078 1,004
PAB 21,408 22,418 20,401 2,937 3,273 2,776
Europe
(b)
13,441 13,560 9,602 1,330 1,210 1,054
AMEA 6,653 7,392 6,291 747 887 708
Total division 65,492 66,504 57,838 10,414 10,866 9,659
Corporate Unallocated
Mark-to-market net impact gains/(losses) 65 (102) 91
Merger and integration charges (78) (191)
Restructuring and impairment charges (10) (74)
Pension lump sum settlement charge (195)
53rd week (18)
Venezuela currency devaluation (129)
Asset write-off (145)
Foundation contribution (100)
Other (1,162) (961) (853)
$ 65,492 $ 66,504 $ 57,838 $ 9,112 $ 9,633 $ 8,332
(a) For information on the impact of restructuring, impairment and integration charges on our divisions, see Note3 to our consolidated financial statements.
(b) Change in net revenue in 2011 relates primarily to our acquisition of WBD.
Net Revenue Division Operating Profit
Corporate
Corporate includes costs of our corporate headquarters, centrally managed initiatives such as our ongoing global business
transformation initiative and research and development projects, unallocated insurance and benefit programs, foreign exchange
transaction gains and losses, certain commodity derivative gains and losses and certain other items.
Other Division Information
Total Assets Capital Spending
2012 2011 2010 2012 2011 2010
FLNA $ 5,332 $ 5,384 $ 5,276 $ 365 $ 439 $ 515
QFNA 966 1,024 1,062 37 43 48
LAF 4,993 4,721 4,041 436 413 370
PAB 30,899 31,142 31,571 702 1,006 973
Europe
(a)
19,218 18,461 13,018 575 588 517
AMEA 5,738 6,038 5,557 510 693 610
Total division 67,146 66,770 60,525 2,625 3,182 3,033
Corporate
(b)
7,492 6,112 7,389 89 157 220
Investments in bottling affiliates 239
$ 74,638 $ 72,882 $ 68,153 $ 2,714 $ 3,339 $ 3,253
(a) Changes in total assets in 2011 relate primarily to our acquisition of WBD.
(b) Corporate assets consist principally of cash and cash equivalents, short-term investments, derivative instruments and property, plant and equipment.
FLNA
QFNA
LAF
PAB
Europe
AMEA
FLNA
OFNA
LAF
PAB
Furope
AMFA
28%
13%
7%
35%
10%
7%
Total Assets Capital Spending
Amortization of Intangible Assets Depreciation and Other Amortization
2012 2011 2010 2012 2011 2010
FLNA $ 7 $ 7 $ 7 $ 445 $ 458 $ 448
QFNA 53 54 52
LAF 10 10 6 248 238 213
PAB 59 65 56 855 865 749
Europe 36 39 35 522 522 355
AMEA 7 12 13 305 350 294
Total division 119 133 117 2,428 2,487 2,111
Corporate 142 117 99
$ 119 $ 133 $ 117 $ 2,570 $ 2,604 $ 2,210
Net Revenue Long-Lived Assets
(a)
2012 2011 2010 2012 2011 2010
U.S. $ 33,348 $ 33,053 $ 30,618 $ 28,344 $ 28,999 $ 28,631
Russia
(b)
4,861 4,749 1,890 8,603 8,121 2,744
Mexico 3,955 4,782 4,531 1,237 1,027 1,671
Canada 3,290 3,364 3,081 3,294 3,097 3,133
United Kingdom 2,102 2,075 1,888 1,053 1,011 1,019
Brazil 1,866 1,838 1,582 1,134 1,124 677
All other countries 16,070 16,643 14,248 10,600 11,041 11,020
$ 65,492 $ 66,504 $ 57,838 $ 54,265 $ 54,420 $ 48,895
(a) Long-lived assets represent property, plant and equipment, nonamortizable intangible assets, amortizable intangible assets and investments in noncontrolled affiliates.
These assets are reported in the country where they are primarily used.
(b) Change in 2011 relates primarily to our acquisition of WBD.
Net Revenue Long-Lived Assets
FLNA
OFNA 1%
LAF
PAB
Furope
AMFA
26%
8%
10%
7%
^1%
7%
Corporate FLNA
QFNA
LAF
PAB
Europe
AMEA
Corporate
United States
Pussia
Mexico
Canada 5%
United Kingdon 3%
Brazil 3%
6%
25%
7%
51%
Other
United States
Pussia
Mexico 2%
Canada
United Kingdon 2%
Brazil 2%
6%
20%
16%
52%
Other
Note2 Our Signifcant Accounting Policies
Revenue Recognition
We recognize revenue upon shipment or delivery to our cus-
tomers based on written sales terms that do not allow for a
right of return. However, our policy for DSD and certain chilled
products is to remove and replace damaged and out-of-date
products from store shelves to ensure that consumers receive
the product quality and freshness they expect. Similarly, our
policy for certain warehouse-distributed products is to replace
damaged and out-of-date products. Based on our experience
with this practice, we have reserved for anticipated damaged
and out-of-date products. For additional unaudited informa-
tion on our revenue recognition and related policies, including
our policy on bad debts, see Our Critical Accounting Policies
in Managements Discussion and Analysis. We are exposed
to concentration of credit risk by our customers, including
Wal-Mart. In 2012, Wal-Mart (including Sams) represented
approximately 11% of our total net revenue, including con-
centrate sales to our independent bottlers which are used in
finished goods sold by them to Wal-Mart. We have not experi-
enced credit issues with these customers.
Total Marketplace Spending
We offer sales incentives and discounts through various
programs to customers and consumers. Total marketplace
spending includes sales incentives, discounts, advertising and
other marketing activities. Sales incentives and discounts are
primarily accounted for as a reduction of revenue and totaled
$34.7 billion in 2012, $34.6 billion in 2011 and $29.1 billion
in 2010. Sales incentives and discounts include payments to
customers for performing merchandising activities on our
behalf, such as payments for in-store displays, payments to
gain distribution of new products, payments for shelf space
and discounts to promote lower retail prices. It also includes
support provided to our independent bottlers through funding
of advertising and other marketing activities. While most of
these incentive arrangements have terms of no more than one
year, certain arrangements, such as fountain pouring rights,
may extend beyond one year. Costs incurred to obtain these
arrangements are recognized over the shorter of the eco-
nomic or contractual life, as a reduction of revenue, and the
remaining balances of $335million as of December29, 2012
and $313 million as of December 31, 2011, are included in
current assets and other assets on our balance sheet. For
additional unaudited information on our sales incentives, see
Our Critical Accounting Policies in Managements Discussion
and Analysis.
Advertising and other marketing activities, reported as sell-
ing, general and administrative expenses, totaled $3.7 billion
in 2012, $3.5billion in 2011 and $3.4billion in 2010, including
advertising expenses of $2.2 billion in 2012 and $1.9 billion
in both 2011 and 2010. Deferred advertising costs are not
expensed until the year first used and consist of:
media and personal service prepayments;
promotional materials in inventory; and
production costs of future media advertising.
Deferred advertising costs of $88million and $163million
at year-end 2012 and 2011, respectively, are classified as pre-
paid expenses on our balance sheet.
Distribution Costs
Distribution costs, including the costs of shipping and handling
activities, are reported as selling, general and administrative
expenses. Shipping and handling expenses were $9.1billion in
2012, $9.2billion in 2011 and $7.7billion in 2010.
Cash Equivalents
Cash equivalents are highly liquid investments with original
maturities of three months or less.
Software Costs
We capitalize certain computer software and software devel-
opment costs incurred in connection with developing or
obtaining computer software for internal use when both the
preliminary project stage is completed and it is probable that
the software will be used as intended. Capitalized software
costs include only (i) external direct costs of materials and ser-
vices utilized in developing or obtaining computer software,
(ii) compensation and related benefits for employees who are
directly associated with the software project and (iii) inter-
est costs incurred while developing internal-use computer
software. Capitalized software costs are included in property,
plant and equipment on our balance sheet and amortized on a
straight-line basis when placed into service over the estimated
useful lives of the software, which approximate 5 to 10 years.
Software amortization totaled $196million in 2012, $156mil-
lion in 2011 and $137million in 2010. Net capitalized software
and development costs were $1.1billion as of December29,
2012 and $1.3billion as of December31, 2011.
Commitments and Contingencies
We are subject to various claims and contingencies related
to lawsuits, certain taxes and environmental matters, as well
as commitments under contractual and other commercial
obligations. We recognize liabilities for contingencies and
commitments when a loss is probable and estimable. For
additional information on our commitments, see Note9 to our
consolidated financial statements.
Research and Development
We engage in a variety of research and development activities
and continue to invest to accelerate growth in these activi-
tiesand to drive innovation globally. These activities principally
involve the development of new products, improvement in the
quality of existing products, improvement and modernization
of production processes, and the development and imple-
mentation of new technologies to enhance the quality and
value of both current and proposed product lines. Consumer
research is excluded from research and development costs
and included in other marketing costs. Research and develop-
ment costs were $552million in 2012, $525million in 2011
and $488million in 2010 and are reported within selling, gen-
eral and administrative expenses.
Other Signifcant Accounting Policies
Our other significant accounting policies are disclosed
as follows:
Property, Plant and Equipment and Intangible Assets
Note4, and for additional unaudited information on goodwill
and other intangible assets see Our Critical Accounting
Policies in Managements Discussion and Analysis.
Income Taxes Note5, and for additional unaudited informa-
tion see Our Critical Accounting Policies in Managements
Stock-Based Compensation Note6.
Pension, Retiree Medical and Savings Plans Note7, and for
additional unaudited information see Our Critical Accounting
Policies in Managements Discussion and Analysis.
Financial Instruments Note 10, and for additional unau-
dited information, see Our Business Risks in Managements
Inventories Note 14. Inventories are valued at the lower
of cost or market. Cost is determined using the average;
first-in, first-out (FIFO) or last-in, first-out (LIFO) methods.
Translation of Financial Statements of Foreign Subsid-
iaries Financial statements of foreign subsidiaries are
translated into U.S. dollars using period-end exchange rates
for assets and liabilities and weighted-average exchange
rates for revenues and expenses. Adjustments resulting
from translating net assets are reported as a separate
component of accumulated other comprehensive loss
within common shareholders equity as currency transla-
tion adjustment.
Recent Accounting Pronouncements
In July 2012, the Financial Accounting Standards Board (FASB)
issued new accounting guidance that permits an entity to first
assess qualitative factors to determine whether it is more likely
than not that an indefinite-lived intangible asset is impaired as
a basis for determining whether it is necessary to perform a
quantitative impairment test. An entity would continue to cal-
culate the fair value of an indefinite-lived intangible asset if the
asset fails the qualitative assessment, while no further analysis
would be required if it passes. The provisions of the new guid-
ance are effective as of the beginning of our 2013 fiscal year.
We do not expect the new guidance to have an impact on the
2013 impairment test results.
In September 2011, the FASB issued new accounting guid-
ance that permits an entity to first assess qualitative factors
of whether it is more likely than not that a reporting units fair
value is less than its carrying amount before applying the two-
step goodwill impairment test. An entity would continue to
perform the historical first step of the impairment test if it fails
the qualitative assessment, while no further analysis would be
required if it passes. The provisions of the new guidance were
effective for, and had no impact on, our 2012 annual goodwill
impairment test results.
In December 2011, the FASB issued new disclosure require-
ments that are intended to enhance current disclosures on
offsetting financial assets and liabilities. The new disclosures
require an entity to disclose both gross and net information
about derivative instruments accounted for in accordance
with the guidance on derivatives and hedging that are eligible
for offset on the balance sheet and instruments and trans-
actions subject to an agreement similar to a master netting
arrangement. The provisions of the new disclosure require-
mentsare effective as of the beginning of our 2014 fiscal year.
We arecurrently evaluating the impact of the new guidance on
our financial statements.
In September 2011, the FASB amended its guidance regard-
ing the disclosure requirements for employers participating in
multiemployer pension and other postretirement benefit plans
(multiemployer plans) to improve transparency and increase
awareness of the commitments and risks involved with partici-
pation in multiemployer plans. The new accounting guidance
requires employers participating in multiemployer plans to
provide additional quantitative and qualitative disclosures
toprovide users with more detailed information regarding an
employers involvement in multiemployer plans. The provisions
of this new guidance were effective as of the beginning of
our2011 fiscal year and did not have a material impact on our
In June 2011, the FASB amended its accounting guidance
on the presentation of comprehensive income in financial
statements to improve the comparability, consistency and
transparency of financial reporting and to increase the promi-
nence of items that are recorded in other comprehensive
income. The new accounting guidance requires entities to
report components of comprehensive income in either (1) a
continuous statement of comprehensive income or (2) two
separate but consecutive statements. The provisions of the
guidance were effective as of the beginning of our 2012
fiscal year. Accordingly, we have presented the components
of net income and other comprehensive income for the fiscal
years ended December 29, 2012, December 31, 2011 and
December25, 2010 as separate but consecutive statements.
In February 2013, the FASB issued guidance that would
require an entity to provide enhanced footnote disclosures
to explain the effect of reclassification adjustments on other
comprehensive income by component and provide tabular
disclosure in the footnotes showing the effect of items reclas-
sified from accumulated other comprehensive income on the
line items of net income. The provisions of this new guidance
are effective as of the beginning of our 2013 fiscal year. We do
not expect the adoption of this new guidance to have a mate-
rial impact on our financial statements.
In the second quarter of 2010, the Patient Protection and
Affordable Care Act (PPACA) was signed into law. The PPACA
changes the tax treatment related to an existing retiree drug
subsidy (RDS) available to sponsors of retiree health benefit
plans that provide a benefit that is at least actuarially equiva-
lent to the benefits under Medicare Part D. As a result of
the PPACA, RDS payments will effectively become taxable
in tax years beginning in 2013, by requiring the amount of
the subsidy received to be offset against our deduction for
health care expenses. The provisions of the PPACA required
us to record the effect of this tax law change beginning in our
second quarter of 2010, and consequently we recorded a one-
time related tax charge of $41million in the second quarter of
2010. In the first quarter of 2012, we began pre-paying funds
within our 401(h) voluntary employee beneficiary associations
(VEBA) trust to fully cover prescription drug benefit liabilities
for Medicare eligible retirees. As a result, the receipt of future
Medicare subsidy payments for prescription drugs will not be
taxable and consequently we recorded a $55million tax ben-
efit reflecting this change in the first quarter of 2012.
Note3 Restructuring, Impairment and
Integration Charges
In 2012, we incurred restructuring charges of $279 million
($215 million after-tax or $0.14 per share) in conjunction
with our Productivity Plan. In 2011, we incurred restructuring
charges of $383 million ($286 million after-tax or $0.18 per
share) in conjunction with our Productivity Plan. All of these
charges were recorded in selling, general and administrative
expenses and primarily relate to severance and other employee
related costs, asset impairments, and consulting and contract
termination costs. The Productivity Plan includes actions in
every aspect of our business that we believe will strengthen
our complementary food, snack and beverage businesses by
leveraging new technologies and processes across PepsiCos
operations; go-to-market and information systems; height-
ening the focus on best practice sharing across the globe;
consolidating manufacturing, warehouse and sales facilities;
and implementing simplified organization structures, with
wider spans of control and fewer layers of management.
The Productivity Plan is expected to enhance PepsiCos
cost-competitiveness, provide a source of funding for future
brand-building and innovation initiatives, and serve as a financial
cushion for potential macroeconomic uncertainty.
A summary of our Productivity Plan charges in 2012 was
as follows:
Severance
and Other
Employee Costs
Asset
Impairments
Other
Costs Total
FLNA $ 14 $ 8 $ 16 $ 38
QFNA 9 9
LAF 15 8 27 50
PAB 34 43 25 102
Europe 14 16 12 42
AMEA 18 10 28
Corporate (6) 16 10
$ 89 $ 75 $ 115 $ 279
A summary of our Productivity Plan charges in 2011 was
as follows:
Severance
and Other
Employee Costs
Other
Costs Total
FLNA $ 74 $ 2 $ 76
QFNA 18 18
LAF 46 2 48
PAB 75 6 81
Europe 65 12 77
AMEA 9 9
Corporate 40 34 74
$ 327 $ 56 $ 383
A summary of our Productivity Plan activity in 2011 and
2012 was as follows:
Severance
and Other
Employee Costs
Asset
Impairments
Other
Costs Total
2011 restructuring
charges $ 327 $ $ 56 $ 383
Cash payments (1) (29) (30)
Non-cash charges (77) (77)
Liability as of
December31, 2011 249 27 276
2012 restructuring
charges 89 75 115 279
Cash payments (239) (104) (343)
Non-cash charges (8) (75) (2) (85)
Liability as of
December29, 2012 $ 91 $ $ 36 $ 127
to our acquisition of WBD, including $11 million recorded
in the Europe segment and $5 million recorded in interest
expense. All of these net charges, other than the interest
expense portion, were recorded in selling, general and admin-
istrative expenses. The majority of cash payments related to
these charges were paid by the end of 2012.
to our acquisitions of PBG, PAS and WBD, including $112mil-
lion recorded in the PAB segment, $123 million recorded in
the Europe segment, $78million recorded in corporate unallo-
cated expenses and $16million recorded in interest expense.
All of these net charges, other than the interest expense
portion, were recorded in selling, general and administrative
expenses. These charges also include closing costs and advi-
sory fees related to our acquisition of WBD. Substantially all
cash payments related to the above charges were made by
the end of 2011.
$799 million related to our acquisitions of PBG and PAS, as
well as advisory fees in connection with our acquisition of
WBD. $467 million of these charges were recorded in the
PAB segment, $111million recorded in the Europe segment,
$191million recorded in corporate unallocated expenses and
$30million recorded in interest expense. All of these charges,
other than the interest expense portion, were recorded in
selling, general and administrative expenses. The merger and
integration charges related to our acquisitions of PBG and PAS
were incurred to help create a more fully integrated supply
chain and go-to-market business model, to improve the effec-
tiveness and efficiency of the distribution of our brands and to
enhance our revenue growth. These charges also include clos-
ing costs, one-time financing costs and advisory fees related
to our acquisitions of PBG and PAS. In addition, we recorded
$9million of merger-related charges, representing our share
of the respective merger costs of PBG and PAS, in bottling
equity income. Substantially all cash payments related to the
above charges were made by the end of 2011. In total, these
charges had an after-tax impact of $648 million or $0.40
per share.
A summary of our merger and integration activity was
as follows:
Severance
and Other
Employee Costs
Asset
Impairments
Other
Costs Total
2010 merger and
integration charges $ 396 $ 132 $ 280 $ 808
Cash payments (114) (271) (385)
Non-cash charges (103) (132) 16 (219)
Liability as of
December25, 2010 179 25 204
2011 merger and
integration charges 146 34 149 329
Cash payments (191) (186) (377)
Non-cash charges (36) (34) 19 (51)
Liability as of
December31, 2011 98 7 105
2012 merger and
integration charges (3) 1 18 16
Cash payments (65) (18) (83)
Non-cash charges (12) (1) (1) (14)
Liability as of
December29, 2012 $ 18 $ $ 6 $ 24
Note4 Property, Plant and Equipment and
Intangible Assets
Average Useful
Life (Years) 2012 2011 2010
Property, plant and
equipment, net
Land and improvements 1034 $ 1,890 $ 1,951
Buildings and improvements 1544 7,792 7,565
Machinery and equipment,
including fleet and software 515 24,743 23,798
Construction in progress 1,737 1,826
36,162 35,140
Accumulated depreciation (17,026) (15,442)
$ 19,136 $ 19,698
Depreciation expense $ 2,489 $ 2,476 $2,124
Property, plant and equipment is recorded at historical cost. Depreciation and amortization are recognized on a straight-line basis
over an assets estimated useful life. Land is not depreciated and construction in progress is not depreciated until ready for service.
2012 2011 2010
Average
Useful Life
(Years) Gross
Accumulated
Amortization Net Gross
Accumulated
Amortization Net
Amortizable intangible
assets, net
Acquired franchise rights 5660 $ 931 $ (67) $ 864 $ 916 $ (42) $ 874
Reacquired franchise rights 114 110 (68) 42 110 (47) 63
Brands 540 1,422 (980) 442 1,417 (945) 472
Other identifiable intangibles 1024 736 (303) 433 777 (298) 479
$ 3,199 $ (1,418) $ 1,781 $ 3,220 $ (1,332) $ 1,888
Amortization expense $ 119 $ 133 $ 117
Amortization of intangible assets for each of the next five
years, based on existing intangible assets as of December29,
2012 and using average 2012 foreign exchange rates, is
expected to be as follows:
2013 2014 2015 2016 2017
Five-year projected
amortization $110 $95 $86 $78 $72
Depreciable and amortizable assets are only evaluated for
impairment upon a significant change in the operating or
macroeconomic environment. In these circumstances, if an
evaluation of the undiscounted cash flows indicates impair-
ment, the asset is written down to its estimated fair value,
which is based on discounted future cash flows. Useful lives
are periodically evaluated to determine whether events or
circumstances have occurred which indicate the need for revi-
sion. For additional unaudited information on our policies for
amortizable brands, see Our Critical Accounting Policies in
Nonamortizable Intangible Assets
Perpetual brands and goodwill are assessed for impairment at least annually. If the carrying amount of a perpetual brand exceeds
its fair value, as determined by its discounted cash flows, an impairment loss is recognized in an amount equal to that excess.
We did not recognize any impairment charges for goodwill in the years presented. We recorded impairment charges on certain
brands in Europe of $23million and $14million in 2012 and 2011, respectively. The change in the book value of nonamortizable
intangible assets is as follows:
Balance,
Beginning
2011
Acquisitions/
(Divestitures)
Translation
and Other
Balance,
End of
2011
Acquisitions/
(Divestitures)
Translation
and Other
Balance,
End of
2012
FLNA
Goodwill $ 313 $ $ (2) $ 311 $ $ 5 $ 316
Brands 31 (1) 30 1 31
344 (3) 341 6 347
QFNA
Goodwill 175 175 175
LAF
Goodwill 497 331 (35) 793 (61) (16) 716
Brands 143 20 (6) 157 75 (9) 223
640 351 (41) 950 14 (25) 939
PAB
Goodwill 9,946 (27) 13 9,932 23 33 9,988
Reacquired franchise rights 7,283 77 (18) 7,342 (33) 28 7,337
Acquired franchise rights 1,565 (1) (2) 1,562 9 2 1,573
Brands 182 (20) 6 168 (15) 153
Other 10 (9) (1)
18,986 20 (2) 19,004 (1) 48 19,051
Europe
(a)
Goodwill 3,040 2,131 (271) 4,900 78 236 5,214
Reacquired franchise rights 793 (61) 732 40 772
Acquired franchise rights 227 (9) 218 5 223
Brands 1,380 3,114 (316) 4,178 (96) 202 4,284
5,440 5,245 (657) 10,028 (18) 483 10,493
AMEA
Goodwill 690 (1) 689 (142) 15 562
Brands 169 1 170 (24) 2 148
859 859 (166) 17 710
Total goodwill 14,661 2,435 (296) 16,800 (102) 273 16,971
Total reacquired franchise rights 8,076 77 (79) 8,074 (33) 68 8,109
Total acquired franchise rights 1,792 (1) (11) 1,780 9 7 1,796
Total brands 1,905 3,114 (316) 4,703 (45) 181 4,839
Total other 10 (9) (1)
$ 26,444 $ 5,616 $ (703) $ 31,357 $ (171) $ 529 $ 31,715
(a) Net increase in 2011 relates primarily to our acquisition of WBD.
Note5 Income Taxes
2012 2011 2010
Income before income taxes
U.S. $ 3,234 $ 3,964 $ 4,008
Foreign 5,070 4,870 4,224
$ 8,304 $ 8,834 $ 8,232
Provision for income taxes
Current: U.S. Federal $ 911 $ 611 $ 932
Foreign 940 882 728
State 153 124 137
2,004 1,617 1,797
Deferred: U.S. Federal 154 789 78
Foreign (95) (88) 18
State 27 54 1
86 755 97
$ 2,090 $ 2,372 $ 1,894
Tax rate reconciliation
U.S. Federal statutory tax rate 35.0% 35.0% 35.0%
State income tax, net of U.S. Federal
tax benefit 1.4 1.3 1.1
Lower taxes on foreign results (6.9) (8.7) (9.4)
Tax benefit related to tax court
decision (2.6)
Acquisitions of PBG and PAS (3.1)
Other, net (1.7) (0.8) (0.6)
Annual tax rate 25.2% 26.8% 23.0%
Deferred tax liabilities
Investments in noncontrolled
affiliates $ 48 $ 41
Debt guarantee of wholly owned
subsidiary 828 828
Property, plant and equipment 2,424 2,466
Intangible assets other than
nondeductible goodwill 4,388 4,297
Other 260 184
Gross deferred tax liabilities 7,948 7,816
Deferred tax assets
Net carryforwards 1,378 1,373
Stock-based compensation 378 429
Retiree medical benefits 411 504
Other employee-related benefits 672 695
Pension benefits 647 545
Deductible state tax and interest
benefits 345 339
Long-term debt obligations acquired 164 223
Other 863 822
Gross deferred tax assets 4,858 4,930
Valuation allowances (1,233) (1,264)
Deferred tax assets, net 3,625 3,666
Net deferred tax liabilities $ 4,323 $ 4,150
Deferred taxes included within:
Assets:
Prepaid expenses and other
current assets $ 740 $ 845
Liabilities:
Deferred income taxes $ 5,063 $ 4,995
Analysis of valuation allowances
Balance, beginning of year $ 1,264 $ 875 $ 586
Provision 68 464 75
Other (deductions)/additions (99) (75) 214
Balance, end of year $ 1,233 $ 1,264 $ 875
For additional unaudited information on our income tax poli-
cies, including our reserves for income taxes, see Our Critical
Accounting Policies in Managements Discussion and Analysis.
Reserves
A number of years may elapse before a particular matter, for
which we have established a reserve, is audited and finally
resolved. The number of years with open tax audits varies
depending on the tax jurisdiction. Our major taxing jurisdic-
tions and the related open tax audits are as follows:
U.S. during 2012, we received a favorable tax court deci-
sion related to the classification of financial instruments.
We continue to dispute three matters related to the 2003
2007 audit cycle with the IRS Appeals Division. We are
currently under audit for tax years 20082009;
Mexico audits have been completed for all taxable years
through 2005. We are currently under audit for 20062008;
United Kingdom audits have been completed for all tax-
able years through 2009;
Canada domestic audits have been substantially com-
pleted for all taxable years through 2008. International
audits have been completed for all taxable years through
2005; and
Russia audits have been substantially completed for all
taxable years through 2008. We are currently under audit
for 20092011.
While it is often difficult to predict the final outcome or the
timing of resolution of any particular tax matter, we believe
that our reserves reflect the probable outcome of known
tax contingencies. We adjust these reserves, as well as the
related interest, in light of changing facts and circumstances.
Settlement of any particular issue would usually require the
use of cash. Favorable resolution would be recognized as a
reduction to our annual tax rate in the year of resolution. For
further unaudited information on the impact of the resolu-
tion of open tax issues, see Other Consolidated Results in
We believe that it is reasonably possible that our reserves
for uncertain tax positions could decrease by approximately
$1.5 billion within the next twelve months as a result of
the completion of audits in various jurisdictions, including
the potential settlement with the IRS for the taxable years
20032009.
As of December29, 2012, the total gross amount of reserves
for income taxes, reported in income taxes payable and other
liabilities, was $2,425 million. Any prospective adjustments
to these reserves will be recorded as an increase or decrease
to our provision for income taxes and would impact our
effective tax rate. In addition, we accrue interest related to
reserves for income taxes in our provision for income taxes
and any associated penalties are recorded in selling, general
and administrative expenses. The gross amount of interest
accrued, reported in other liabilities, was $670 million as of
December29, 2012, of which $10million was recognized in
2012. The gross amount of interest accrued, reported in other
liabilities, was $660million as of December31, 2011, of which
$90million was recognized in 2011.
A rollforward of our reserves for all federal, state and for-
eign tax jurisdictions, is as follows:
2012 2011
Balance, beginning of year $ 2,167 $ 2,022
Additions for tax positions related to the current year 275 233
Additions for tax positions from prior years 161 147
Reductions for tax positions from prior years (172) (46)
Settlement payments (17) (156)
Statute of limitations expiration (3) (15)
Translation and other 14 (18)
Balance, end of year $ 2,425 $ 2,167
Carryforwards and Allowances
Operating loss carryforwards totaling $10.4billion at year-end
2012 are being carried forward in a number of foreign and
state jurisdictions where we are permitted to use tax operat-
ing losses from prior periods to reduce future taxable income.
These operating losses will expire as follows: $0.2 billion in
2013, $8.2 billion between 2014 and 2032 and $2.0 billion
may be carried forward indefinitely. We establish valuation
allowances for our deferred tax assets if, based on the avail-
able evidence, it is more likely than not that some portion or all
of the deferred tax assets will not be realized.
Undistributed International Earnings
As of December29, 2012, we had approximately $32.2billion
of undistributed international earnings. We intend to continue
to reinvest earnings outside the U.S. for the foreseeable future
and, therefore, have not recognized any U.S. tax expense on
these earnings.
Note6 Stock-Based Compensation
Our stock-based compensation program is designed to attract
and retain employees while also aligning employees inter-
ests with the interests of our shareholders. Stock options
and restricted stock units (RSU) are granted to employees
under the shareholder-approved 2007 Long-Term Incentive
Plan(LTIP).
In 2012, certain executive officers were granted PepsiCo
equity performance units (PEPUnits). These PEPUnits are
earned based on achievement of a cumulative net income per-
formance target and provide an opportunity to earn shares of
PepsiCo common stock with a value that adjusts based upon
absolute changes in PepsiCos stock price as well as PepsiCos
Total Shareholder Return relative to the S&P 500 over a three-
year performance period.
The Company may use either authorized and unissued
shares or repurchased common stock to meet share require-
ments resulting from the exercise of stock options and the
vesting of restricted stock awards.
At year-end 2012, 124 million shares were available for
future stock-based compensation grants.
The following table summarizes our total stock-based com-
pensation expense:
2012 2011 2010
Stock-based compensation expense $ 278 $ 326 $ 299
Merger and integration charges 2 13 53
Restructuring and impairment (benefits)/charges (7) 4
Total
(a)
$ 273 $ 343 $ 352
Income tax benefits recognized in earnings related
to stock-based compensation $ 73 $ 101 $ 89
(a) $86million recorded in 2010 was related to the unvested PBG/PAS acquisition-
related grants.
In connection with our acquisition of PBG in 2010, we issued
13.4million stock options and 2.7million RSUs at weighted-
average grant prices of $42.89 and $62.30, respectively, to
replace previously held PBG equity awards. In connection
with our acquisition of PAS in 2010, we issued 0.4 million
stock options at a weighted-average grant price of $31.72 to
replace previously held PAS equity awards. Our equity issu-
ances included 8.3million stock options and 0.6million RSUs
which were vested at the acquisition date and were included
in the purchase price. The remaining 5.5million stock options
and 2.1million RSUs issued were unvested at the issuance date
and are being amortized over their remaining vesting period,
up to three years from the issuance date.
As a result of our annual benefits review in 2010, the
Company approved certain changes to our benefits pro-
grams to remain market competitive relative to other
leading global companies. These changes included ending
the Companys broad-based SharePower stock option pro-
gram. Consequently, beginning in 2011, no new awards
were granted under the SharePower program. Outstanding
SharePower awards from 2010 and earlier continue to vest
and are exercisable according to the terms and conditions of
the program. See Note 7 for additional information regarding
other related changes.
Method of Accounting and Our Assumptions
We account for our employee stock options under the fair
value method of accounting using a Black-Scholes valuation
model to measure stock option expense at the date of grant.
In addition, we use the Monte-Carlo simulation option-pricing
model to determine the fair value of market-based awards.
The Monte-Carlo simulation option-pricing model uses the
same input assumptions as the Black-Scholes model, however,
it also further incorporates into the fair-value determination
the possibility that the market condition may not be satisfied.
Compensation costs related to awards with a market-based
condition are recognized regardless of whether the market
condition is satisfied, provided that the requisite service has
been provided.
All stock option grants have an exercise price equal to the fair
market value of our common stock on the date of grant and gen-
erally have a 10-year term. We do not backdate, reprice or grant
stock-based compensation awards retroactively. Repricing of
awards would require shareholder approval under the LTIP.
The fair value of stock option grants is amortized to expense
over the vesting period, generally three years. Awards to
employees eligible for retirement prior to the award becoming
fully vested are amortized to expense over the period through
the date that the employee first becomes eligible to retire and
is no longer required to provide service to earn the award.
Executives who are awarded long-term incentives based on
their performance are generally offered the choice of stock
options or RSUs. Executives who elect RSUs receive one RSU
for every four stock options that would have otherwise been
granted. Senior officers do not have a choice and, through
2012, are granted 50% stock options and 50% performance-
based RSUs.
Our weighted-average Black-Scholes fair value assumptions
are as follows:
2012 2011 2010
Expected life 6 years 6 years 5 years
Risk-free interest rate 1.3% 2.5% 2.3%
Expected volatility 17% 16% 17%
Expected dividend yield 3.0% 2.9% 2.8%
The expected life is the period over which our employee
groups are expected to hold their options. It is based on our
historical experience with similar grants. The risk-free inter-
est rate is based on the expected U.S. Treasury rate over
the expected life. Volatility reflects movements in our stock
price over the most recent historical period equivalent to the
expected life. Dividend yield is estimated over the expected
life based on our stated dividend policy and forecasts of net
income, share repurchases and stock price.
A summary of our stock-based compensation activity for
the year ended December29, 2012 is presented below:
Our Stock Option Activity
Options
(a)
Average
Price
(b)
Average
Life
(years)
(c)
Aggregate
Intrinsic
Value
(d)
Outstanding at December31, 2011 91,075 $ 55.92
Granted 3,696 $ 67.13
Exercised (23,585) $ 47.33
Forfeited/expired (3,041) $ 63.81
Outstanding at December29, 2012 68,145 $ 59.15 5.04 $ 614,322
Exercisable at December29, 2012 48,366 $ 56.44 4.45 $ 567,761
Expected to vest as of December29, 2012 19,432 $ 65.79 7.85 $ 45,374
(a) Options are in thousands and include options previously granted under PBG, PAS and Quaker legacy plans. No additional options or shares may be granted under the PBG,
PAS and Quaker plans.
(b) Weighted-average exercise price.
(c) Weighted-average contractual life remaining.
(d) In thousands.
Our RSU Activity
RSUs
(a)
Average
Intrinsic
Value
(b)
Average
Life
(years)
(c)
Aggregate
Intrinsic
Value
(d)
Outstanding at December31, 2011 12,340 $62.96
Granted 4,404 $66.64
Converted (3,436) $57.76
Forfeited (1,326) $64.80
Outstanding at December29, 2012 11,982 $65.60 1.49 $815,051
Expected to vest as of December29, 2012 11,616 $65.58 1.34 $790,128
(a) RSUs are in thousands and include RSUs previously granted under a PBG plan. No additional RSUs or shares may be granted under the PBG plan.
(b) Weighted-average intrinsic value at grant date.
(d) In thousands.
Our PEPUnit Activity
PEPUnits
(a)
Average
Intrinsic
Value
(b)
Average
Life
(years)
(c)
Aggregate
Intrinsic
Value
(d)
Outstanding at December31, 2011 $
Granted 410 $ 64.85
Converted $
Forfeited (42) $ 64.51
Outstanding at December29, 2012 368 $ 64.89 2.26 $25,031
Expected to vest as of December29, 2012 334 $ 64.85 2.26 $22,721
(a) PEPUnits are in thousands.
(b) Weighted-average intrinsic value at grant date.
(d) In thousands.
Other Stock-Based Compensation Data
2012 2011 2010
Stock Options
Weighted-average fair value of
options granted $ 6.86 $ 7.79 $ 13.93
Total intrinsic value of options
exercised
(a)
$ 512,636 $ 385,678 $ 502,354
RSUs
Total number of RSUs granted
(a)
4,404 5,333 8,326
Weighted-average intrinsic
value of RSUs granted $ 66.64 $ 63.87 $ 65.01
Total intrinsic value of RSUs
converted
(a)
$ 236,575 $ 173,433 $ 202,717
PEPUnits
Total number of PEPUnits
granted
(a)
410
Weighted-average intrinsic
value of PEPUnits granted $ 64.85
Total intrinsic value of PEPUnits
converted
(a)

(a) In thousands.
As of December31, 2012, there was $389million of total
unrecognized compensation cost related to nonvested share-
based compensation grants. This unrecognized compensation
is expected to be recognized over a weighted-average period
of two years.
Note7 Pension, Retiree Medical and
SavingsPlans
Our pension plans cover certain full-time employees in the U.S.
and certain international employees. Benefits are determined
based on either years of service or a combination of years of
service and earnings. Certain U.S. and Canada retirees are also
eligible for medical and life insurance benefits (retiree medi-
cal) if they meet age and service requirements. Generally, our
share of retiree medical costs is capped at specified dollar
amounts, which vary based upon years of service, with retirees
contributing the remainder of the costs.
Gains and losses resulting from actual experience differing
from our assumptions, including the difference between the
actual return on plan assets and the expected return on plan
assets, and from changes in our assumptions are determined
at each measurement date. If this net accumulated gain or loss
exceeds 10% of the greater of the market-related value of
plan assets or plan liabilities, a portion of the net gain or loss
is included in expense for the following year based upon the
average remaining service period of active plan participants,
which is approximately 11 years for pension expense and
approximately 8 years for retiree medical expense. The cost or
benefit of plan changes that increase or decrease benefits for
prior employee service (prior service cost/(credit)) is included
in earnings on a straight-line basis over the average remaining
service period of active plan participants.
In connection with our acquisitions of PBG and PAS, we
assumed sponsorship of pension and retiree medical plans
that provide benefits to certain U.S. and international employ-
ees. Subsequently, during 2010, we merged the pension plan
assets of the legacy PBG and PAS U.S. pension plans with
those of PepsiCo into one master trust.
During 2010, the Compensation Committee of PepsiCos
Board of Directors approved certain changes to the U.S. pen-
sion and retiree medical plans, effective January 1, 2011.
Pension plan design changes included implementing a new
employer contribution to the 401(k) savings plan for all future
salaried new hires of the Company, as salaried new hires are
no longer eligible to participate in the defined benefit pension
plan, as well as implementing a new defined benefit pen-
sion formula for certain hourly new hires of the Company.
Pension plan design changes also included implementing a
new employer contribution to the 401(k) savings plan for
certain legacy PBG and PAS salaried employees (as such
employees are also not eligible to participate in the defined
benefit pension plan), as well as implementing a new defined
benefit pension formula for certain legacy PBG and PAS hourly
employees. The retiree medical plan design change included
phasing out Company subsidies of retiree medical benefits.
As a result of these changes, we remeasured our pension and
retiree medical expenses and liabilities in 2010, which resulted
in a one-time pre-tax curtailment gain of $62million included
in retiree medical expenses.
In the fourth quarter of 2012, the Company offered certain
former employees who have vested benefits in our defined
benefit pension plans the option of receiving a one-time lump
sum payment equal to the present value of the participants
pension benefit (payable in cash or rolled over into a quali-
fied retirement plan or IRA). In December 2012, we made a
discretionary contribution of $405 million to fund substan-
tially all of these payments. The Company recorded a pre-tax
non-cash settlement charge of $195 million ($131 million
after-tax or $0.08 per share) as a result of this transaction. See
Items Affecting Comparability in Managements Discussion
and Analysis.
The provisions of both the PPACA and the Health Care
and Education Reconciliation Act are reflected in our retiree
medical expenses and liabilities and were not material to our
Selected financial information for our pension and retiree medical plans is as follows:
Pension Retiree Medical
U.S. International
2012 2011 2012 2011 2012 2011
Change in projected benefit liability
Liability at beginning of year $ 11,901 $ 9,851 $ 2,381 $ 2,142 $ 1,563 $ 1,770
Acquisitions/(divestitures) 11 (63)
Service cost 407 350 100 95 50 51
Interest cost 534 547 115 117 65 88
Plan amendments 15 21 (16) 3
Participant contributions 3 3
Experience loss/(gain) 932 1,484 200 224 (63) (239)
Benefit payments (278) (414) (76) (69) (111) (110)
Settlement/curtailment (633) (20) (40) (15)
Special termination benefits 8 71 1 1 5 1
Foreign currency adjustment 102 (41) 2 (1)
Other 2 3
Liability at end of year $ 12,886 $ 11,901 $ 2,788 $ 2,381 $ 1,511 $ 1,563
Change in fair value of plan assets
Fair value at beginning of year $ 9,072 $ 8,870 $ 2,031 $ 1,896 $ 190 $ 190
Acquisitions/(divestitures) 11 (1)
Actual return on plan assets 1,282 542 206 79 35
Employer contributions/funding 1,368 63 246 176 251 110
Participant contributions 3 3
Benefit payments (278) (414) (76) (69) (111) (110)
Settlement (627) (33) (30)
Foreign currency adjustment 86 (23)
Fair value at end of year $ 10,817 $ 9,072 $ 2,463 $ 2,031 $ 365 $ 190
Funded status $ (2,069) $ (2,829) $ (325) $ (350) $ (1,146) $ (1,373)
U.S. International
2012 2011 2012 2011 2012 2011
Amounts recognized
Other assets $ $ $ 51 $ 55 $ $
Other current liabilities (51) (91) (2) (1) (71) (124)
Other liabilities (2,018) (2,738) (374) (404) (1,075) (1,249)
Net amount recognized $ (2,069) $ (2,829) $ (325) $ (350) $ (1,146) $ (1,373)
Amounts included in accumulated other comprehensive
loss (pre-tax)
Net loss/(gain) $ 4,212 $ 4,217 $ 1,096 $ 977 $ (44) $ 32
Prior service cost/(credit) 121 122 (3) (2) (92) (118)
Total $ 4,333 $ 4,339 $ 1,093 $ 975 $ (136) $ (86)
Components of the (decrease)/increase in net
loss/(gain) included in accumulated other
comprehensiveloss
Change in discount rate $ 776 $ 1,710 $ 188 $ 302 $ 84 $ 115
Employee-related assumption changes 135 (140) (2) (51) (67) (125)
Liability-related experience different from assumptions 66 (85) 14 (27) (80) (210)
Actual asset return different from expected return (486) 162 (60) 57 (13) 14
Amortization and settlement of losses (451) (147) (64) (55) (12)
Other, including foreign currency adjustments (45) (9) 43 (16) (20)
Total $ (5) $ 1,491 $ 119 $ 210 $ (76) $ (238)
Liability at end of year for service to date $ 11,643 $ 11,205 $ 2,323 $ 1,921
The components of benefit expense are as follows:
U.S. International
2012 2011 2010 2012 2011 2010 2012 2011 2010
Components of benefit expense
Service cost $ 407 $ 350 $ 299 $ 100 $ 95 $ 81 $ 50 $ 51 $ 54
Interest cost 534 547 506 115 117 106 65 88 93
Expected return on plan assets (796) (704) (643) (146) (136) (123) (22) (14) (1)
Amortization of prior service cost/(credit) 17 14 12 1 2 2 (26) (28) (22)
Amortization of net loss 259 145 119 53 40 24 12 9
421 352 293 123 118 90 67 109 133
Settlement/curtailment loss/(gain)
(a)
185 (8) (2) 4 30 1 (62)
Special termination benefits 8 71 45 1 1 3 5 1 3
Total $ 614 $ 415 $ 336 $ 128 $ 149 $ 94 $ 72 $ 110 $ 74
(a) Includes pension lump sum settlement charge of $195million in 2012. This charge is reflected in items affecting comparability (see Items Affecting Comparability in
Managements Discussion and Analysis).
The estimated amounts to be amortized from accumulated other comprehensive loss into expense in 2013 for our pension
and retiree medical plans are as follows:
U.S. International
Net loss $289 $ 68 $ 1
Prior service cost/(credit) 18 1 (22)
Total $307 $ 69 $ (21)
The following table provides the weighted-average assumptions used to determine projected benefit liability and benefit
expense for our pension and retiree medical plans:
U.S. International
2012 2011 2010 2012 2011 2010 2012 2011 2010
Weighted-average assumptions
Liability discount rate 4.2% 4.6% 5.7% 4.4% 4.8% 5.5% 3.7% 4.4% 5.2%
Expense discount rate 4.6% 5.7% 6.0% 4.8% 5.5% 6.0% 4.4% 5.2% 5.8%
Expected return on plan assets 7.8% 7.8% 7.8% 6.7% 6.7% 7.1% 7.8% 7.8% 7.8%
Liability rate of salary increases 3.7% 3.7% 4.1% 3.9% 4.1% 4.1%
Expense rate of salary increases 3.7% 4.1% 4.4% 4.1% 4.1% 4.1%
The following table provides selected information about plans with liability for service to date and total benefit liability in
excess of plan assets:
U.S. International
2012 2011 2012 2011 2012 2011
Selected information for plans with liability for service
to date in excess of plan assets
Liability for service to date $ (11,643) $ (11,205) $ (711) $ (471)
Fair value of plan assets $ 10,817 $ 9,072 $ 552 $ 344
Selected information for plans with projected benefit
liability in excess of plan assets
Benefit liability $ (12,886) $ (11,901) $ (2,542) $ (2,191) $ (1,511) $ (1,563)
Fair value of plan assets $ 10,817 $ 9,072 $ 2,166 $ 1,786 $ 365 $ 190
Of the total projected pension benefit liability at year-end 2012, $761million relates to plans that we do not fund because the
funding of such plans does not receive favorable tax treatment.
Future Beneft Payments and Funding
Our estimated future benefit payments are as follows:
2013 2014 2015 2016 2017 201822
Pension $560 $570 $600 $650 $705 $ 4,465
Retiree medical
(a)
$120 $125 $125 $130 $130 $ 655
(a) Expected future benefit payments for our retiree medical plans do not reflect any estimated subsidies expected to be received under the 2003 Medicare Act. Subsidies
are expected to be approximately $13million for each of the years from 2013 through 2017 and approximately $90million in total for 2018 through 2022.
These future benefits to beneficiaries include payments
from both funded and unfunded plans.
In 2013, we expect to make pension and retiree medi-
cal contributions of approximately $240 million, with up to
approximately $17 million expected to be discretionary. Our
contributions for retiree medical are estimated to be approxi-
mately $70million in 2013.
Plan Assets
Pension
Our pension plan investment strategy includes the use of
actively managed securities and is reviewed periodically in
conjunction with plan liabilities, an evaluation of market con-
ditions, tolerance for risk and cash requirements for benefit
payments. Our investment objective is to ensure that funds
are available to meet the plans benefit obligations when they
become due. Our overall investment strategy is to prudently
invest plan assets in a well-diversified portfolio of equity and
high-quality debt securities to achieve our long-term return
expectations. Our investment policy also permits the use of
derivative instruments which are primarily used to reduce risk.
Our expected long-term rate of return on U.S. plan assets is
7.8%. Our target investment allocations are as follows:
2013 2012
Fixed income 40% 40%
U.S. equity 33% 33%
International equity 22% 22%
Real estate 5% 5%
Actual investment allocations may vary from our target
investment allocations due to prevailing market conditions. We
regularly review our actual investment allocations and periodi-
cally rebalance our investments to our target allocations.
The expected return on pension plan assets is based on our
pension plan investment strategy and our expectations for
long-term rates of return by asset class, taking into account
volatility and correlation among asset classes and our histori-
cal experience. We also review current levels of interest rates
and inflation to assess the reasonableness of the long-term
rates. We evaluate our expected return assumptions annually
to ensure that they are reasonable. To calculate the expected
return on pension plan assets, our market-related value
ofassets for fixed income is the actual fair value. For all other
asset categories, we use a method that recognizes invest-
ment gains or losses (the difference between the expected
and actual return based on the market-related value of assets)
over a five-year period. This has the effect of reducing year-
to-year volatility.
Our pension contributions for 2012 were $1,614 million,
of which $1,375million was discretionary. Discretionary con-
tributions included $405 million pertaining to pension lump
sum payments.
Retiree Medical
In 2012 and 2011, we made non-discretionary contributions
of $111 million and $110 million, respectively, to fund the
payment of retiree medical claims. In 2012, we made a dis-
cretionary contribution of $140 million to fund future U.S.
retiree medical plan benefits. This contribution was invested
consistently with the allocation of existing assets in the U.S.
pension plan.
Fair Value
The guidance on fair value measurements defines fair value,
establishes a framework for measuring fair value and expands
disclosures about fair value measurements. The fair value
framework requires the categorization of assets and liabilities
into three levels based upon the assumptions (inputs) used to
price the assets. Level 1 provides the most reliable measure
of fair value, whereas Level 3 generally requires significant
management judgment.
Plan assets measured at fair value as of fiscal year-end 2012 and 2011 are categorized consistently by level in both years,
and are as follows:
2012 2011
Total Level 1 Level 2 Level 3 Total
U.S. plan assets*
Equity securities:
U.S. common stock
(a)
$ 626 $ 626 $ $ $ 514
U.S. commingled funds
(b)
3,106 3,106 3,003
International common stock
(a)
1,597 1,597 1,089
International commingled fund
(c)
948 948 776
Preferred stock
(d)
20 20 19
Fixed income securities:
Government securities
(d)
1,287 1,287 1,032
Corporate bonds
(d)(e)
2,962 2,962 2,653
Mortgage-backed securities
(d)
110 110 24
Other:
Contracts with insurance companies
(f)
27 27 24
Real estate commingled funds
(g)
331 331
Cash and cash equivalents 117 117 78
Sub-total U.S. plan assets 11,131 $ 2,340 $ 8,433 $ 358 9,212
Dividends and interest receivable 51 50
Total U.S. plan assets $ 11,182 $ 9,262
International plan assets
Equity securities:
U.S. commingled funds
(b)
$ 278 $ $ 278 $ $ 246
International commingled funds
(c)
863 863 729
Fixed income securities:
Government securities
(d)
202 202 171
Corporate bonds
(d)
230 230 196
Fixed income commingled funds
(h)
600 600 530
Other:
Contracts with insurance companies
(f)
35 35 30
Currency commingled funds
(i)
64 64 52
Real estate commingled fund
(g)
60 60 56
Cash and cash equivalents 125 125 16
Sub-total international plan assets 2,457 $ 125 $ 2,237 $ 95 2,026
Dividends and interest receivable 6 5
Total international plan assets $ 2,463 $ 2,031
(a) Based on quoted market prices in active markets.
(b) Based on the fair value of the investments owned by these funds that track various U.S. large, mid-cap and small company indices. Includes one large-cap fund that repre-
sents 25% and 30%, respectively, of total U.S. plan assets for 2012 and 2011.
(c) Based on the fair value of the investments owned by these funds that track various non-U.S. equity indices.
(d) Based on quoted bid prices for comparable securities in the marketplace and broker/dealer quotes that are not observable.
(e) Corporate bonds of U.S.-based companies represent 22% and 24%, respectively, of total U.S. plan assets for 2012 and 2011.
(f) Based on the fair value of the contracts as determined by the insurance companies using inputs that are not observable.
(g) Based on the appraised value of the investments owned by these funds as determined by independent third parties using inputs that are not observable.
(h) Based on the fair value of the investments owned by these funds that track various government and corporate bond indices.
( i ) Based on the fair value of the investments owned by these funds. Includes managed hedge funds that invest primarily in derivatives to reduce currency exposure.
* 2012 and 2011 amounts include $365million and $190million, respectively, of retiree medical plan assets that are restricted for purposes of providing health benefits for
U.S. retirees and their beneficiaries.
The change in Level 3 plan assets for 2012 is as follows:
Balance,
End of
2011
Return on
Assets Held
at Year End
Return
on Assets
Sold
Purchases
and Sales,
Net
Balance,
End of
2012
Real estate commingled funds $ 56 $ 15 $ 1 $ 319 $ 391
Contracts with insurance companies 54 9 (1) 62
Total $ 110 $ 24 $ 1 $ 318 $ 453
Retiree Medical Cost Trend Rates
An average increase of 7% in the cost of covered retiree medi-
cal benefits is assumed for 2013. This average increase is then
projected to decline gradually to 5% in 2020 and thereafter.
These assumed health care cost trend rates have an impact
on the retiree medical plan expense and liability. However, the
cap on our share of retiree medical costs limits the impact.
In addition, as of January 1, 2011, the Company started
phasing out Company subsidies of retiree medical benefits.
A1- percentage-point change in the assumed health care trend
rate would have the following effects:
1% Increase 1% Decrease
2012 Service and interest cost
components $ 4 $ (4)
2012 Benefit liability $ 40 $ (38)
Savings Plan
Certain U.S. employees are eligible to participate in 401(k) sav-
ings plans, which are voluntary defined contribution plans. The
plans are designed to help employees accumulate additional
savings for retirement, and we make Company matching con-
tributions on a portion of eligible pay based on years of service.
In 2010, in connection with our acquisitions of PBG and
PAS, we also made Company retirement contributions for
certain employees on a portion of eligible pay based on years
of service.
As of January 1, 2011, a new employer contribution to
the 401(k) savings plan became effective for certain eligible
legacy PBG and PAS salaried employees as well as all eligible
salaried new hires of PepsiCo who were not eligible to par-
ticipate in the defined benefit pension plan as a result of plan
design changes approved during 2010. In 2012 and 2011, our
total Company contributions were $109million and $144mil-
lion, respectively.
As of February 2012, certain U.S. employees earning a
benefit under one of our defined benefit pension plans were
no longer eligible for the Company matching contributions on
their 401(k) contributions.
For additional unaudited information on our pension
and retiree medical plans and related accounting policies
and assumptions, see Our Critical Accounting Policies in
Note8 Related Party Transactions
On February26, 2010, we completed our acquisitions of PBG
and PAS, at which time we gained control over their opera-
tions and began to consolidate their results. See Notes 1 and
15 to our consolidated financial statements. Prior to these
acquisitions, our significant related party transactions were
with PBG and PAS as they represented our most significant
noncontrolled bottling affiliates. In 2010, prior to the date of
acquisition of PBG and PAS, we reflected the following related
party transactions in our consolidated financial statements:
net revenue of $993million, cost of sales of $116million and
selling, general and administrative expenses of $6million. As
a result of these acquisitions, our related party transactions in
2011 and 2012 were not material.
We also coordinate, on an aggregate basis, the contract
negotiations of sweeteners and other raw material require-
ments, including aluminum cans and plastic bottles and
closures for certain of our independent bottlers. Once we have
negotiated the contracts, the bottlers order and take deliv-
ery directly from the supplier and pay the suppliers directly.
Consequently, these transactions are not reflected in our
consolidated financial statements. As the contracting party,
we could be liable to these suppliers in the event of any non-
payment by our bottlers, but we consider this exposure to
be remote.
In addition, our joint ventures with Unilever (under the Lipton
brand name) and Starbucks sell finished goods (ready-to-
drink teas and coffees) to our noncontrolled bottling affiliates.
Consistent with accounting for equity method investments,
our joint venture revenue is not included in our consolidated
net revenue.
In 2010, we repurchased $357 million (5.5 million shares)
of PepsiCo stock from the master trust which holds assets of
PepsiCos U.S. qualified pension plans at market value.
Note9 Debt Obligations and Commitments
2012 2011
Short-term debt obligations
Current maturities of long-term debt $ 2,901 $ 2,549
Commercial paper (0.1% and 0.1%) 1,101 2,973
Other borrowings (7.4% and 7.6%) 813 683
$ 4,815 $ 6,205
Long-term debt obligations
Notes due 2012 (3.0%) $ $ 2,353
Notes due 2013 (2.3%) 2,891 2,841
Notes due 2014 (4.4% and 4.6%) 3,237 3,335
Notes due 2015 (1.5% and 2.3%) 3,300 1,632
Notes due 2016 (3.9%) 1,878 1,876
Notes due 2017 (2.0% and 5.0%) 1,250 258
Notes due 20182042 (4.4% and 4.8%) 13,781 10,548
Other, due 20132020 (9.3% and 9.9%) 108 274
26,445 23,117
Less: current maturities of long-term debt
obligations (2,901) (2,549)
Total $ 23,544 $ 20,568
The interest rates in the above table reflect weighted-average rates at year-end.
In 2012, we issued:
$750million of 0.750% senior notes maturing in March 2015;
$900 million of 0.700% senior notes maturing in
August 2015;
$1billion of 1.250% senior notes maturing in August 2017;
$1.250 billion of 2.750% senior notes maturing in
March 2022;
500 million of 2.500% senior notes maturing in
November 2022;
$750 million of 4.000% senior notes maturing in March
2042; and
$600 million of 3.600% senior notes maturing in
August 2042.
The net proceeds from the issuances of all the above notes
were used for general corporate purposes, including the
repayment of commercial paper.
In the second quarter of 2012, we extended the termination
date of our four-year unsecured revolving credit agreement
(Four-Year Credit Agreement) from June14, 2015 to June14,
2016 and the termination date of our 364-day unsecured
revolving credit agreement (364-Day Credit Agreement) from
June 12, 2012 to June 11, 2013. Funds borrowed under
the Four-Year Credit Agreement and the 364-Day Credit
Agreement may be used for general corporate purposes of
PepsiCo and its subsidiaries, including, but not limited to,
working capital, capital investments and acquisitions.
In addition, as of December 29, 2012, our international
debt of $857million related to borrowings from external par-
ties including various lines of credit. These lines of credit are
subject to normal banking terms and conditions and are fully
committed at least to the extent of our borrowings.
Long-Term Contractual Commitments
(a)
Payments Due by Period
Total 2013 20142015 20162017
2018 and
beyond
Long-term debt obligations
(b)
$ 22,858 $ $ 6,450 $ 3,105 $ 13,303
Interest on debt obligations
(c)
8,772 915 1,477 1,252 5,128
Operating leases 2,061 445 634 362 620
Purchasing commitments
(d)
1,738 741 808 135 54
Marketing commitments
(d)
2,332 298 605 490 939
$ 37,761 $ 2,399 $ 9,974 $ 5,344 $ 20,044
(a) Based on year-end foreign exchange rates.
(b) Excludes $2,901million related to current maturities of long-term debt, $349million related to the fair value step-up of debt acquired in connection with our acquisitions
of PBG and PAS and $337million related to the increase in carrying value of long-term debt representing the gains on our fair value interest rate swaps.
(c) Interest payments on floating-rate debt are estimated using interest rates effective as of December29, 2012.
(d) Primarily reflects non-cancelable commitments as of December29, 2012.
Most long-term contractual commitments, except for our
long-term debt obligations, are not recorded on our balance
sheet. Operating leases primarily represent building leases.
Non-cancelable purchasing commitments are primarily for
packaging materials, oranges and orange juice, and sugar
and other sweeteners. Non-cancelable marketing commit-
ments are primarily for sports marketing. Bottler funding to
independent bottlers is not reflected in our long-term con-
tractual commitments as it is negotiated on an annual basis.
Accrued liabilities for pension and retiree medical plans are
not reflected in our long-term contractual commitments
because they do not represent expected future cash out-
flows. See Note 7 to our consolidated financial statements
for additional information regarding our pension and retiree
medical obligations.
Of-Balance-Sheet Arrangements
It is not our business practice to enter into off-balance-sheet
arrangements, other than in the normal course of business.
See Note8 to our consolidated financial statements regarding
contracts related to certain of our bottlers.
See Our Liquidity and Capital Resources in Managements
Discussion and Analysis for further unaudited information on
our borrowings.
Note10 Financial Instruments
We are exposed to market risks arising from adverse
changes in:
commodity prices, affecting the cost of our raw materials
and energy;
foreign exchange risks and currency restrictions; and
interest rates.
In the normal course of business, we manage these risks
through a variety of strategies, including the use of deriva-
tives. Certain derivatives are designated as either cash flow or
fair value hedges and qualify for hedge accounting treatment,
while others do not qualify and are marked to market through
earnings. Cash flows from derivatives used to manage com-
modity, foreign exchange or interest risks are classified as
operating activities. We classify both the earnings and cash
flow impact from these derivatives consistent with the under-
lying hedged item. See Our Business Risks in Managements
Discussion and Analysis for further unaudited information on
our business risks.
For cash flow hedges, changes in fair value are deferred
in accumulated other comprehensive loss within common
shareholders equity until the underlying hedged item is rec-
ognized in net income. For fair value hedges, changes in fair
value are recognized immediately in earnings, consistent with
the underlying hedged item. Hedging transactions are limited
to an underlying exposure. As a result, any change in the value
of our derivative instruments would be substantially offset
by an opposite change in the value of the underlying hedged
items. Hedging ineffectiveness and a net earnings impact
occur when the change in the value of the hedge does not
offset the change in the value of the underlying hedged item.
If the derivative instrument is terminated, we continue to defer
the related gain or loss and then include it as a component
ofthe cost of the underlying hedged item. Upon determination
that the underlying hedged item will not be part of an actual
transaction, we recognize the related gain or loss on the hedge
in net income immediately.
We also use derivatives that do not qualify for hedge
accounting treatment. We account for such derivatives at
market value with the resulting gains and losses reflected
in our income statement. We do not use derivative instru-
ments for trading or speculative purposes. We perform
assessments of our counterparty credit risk regularly, includ-
ing a review of credit ratings, credit default swap rates and
potential nonperformance of the counterparty. Based on our
most recent assessment of our counterparty credit risk, we
consider this risk to be low. In addition, we enter into deriva-
tive contracts with a variety of financial institutions that we
believe are creditworthy in order to reduce our concentration
of credit risk.
Commodity Prices
We are subject to commodity price risk because our ability to
recover increased costs through higher pricing may be limited
in the competitive environment in which we operate. This risk
is managed through the use of fixed-price purchase orders,
pricing agreements and derivatives. In addition, risk to our
supply of certain raw materials is mitigated through purchases
from multiple geographies and suppliers. We use derivatives,
with terms of no more than three years, to economically hedge
price fluctuations related to a portion of our anticipated com-
modity purchases, primarily for agricultural products, metals
and energy. For those derivatives that qualify for hedge
accounting, any ineffectiveness is recorded immediately in
corporate unallocated expenses. Ineffectiveness was not
material for all periods presented. During the next 12 months,
we expect to reclassify net losses of $12 million related to
these hedges from accumulated other comprehensive loss
into net income. Derivatives used to hedge commodity price
risk that do not qualify for hedge accounting are marked to
market each period and reflected in our income statement.
Our open commodity derivative contracts that qualify
for hedge accounting had a face value of $507 million as of
December29, 2012 and $598million as of December31, 2011.
Our open commodity derivative contracts that do not qual-
ify for hedge accounting had a face value of $853million as of
December29, 2012 and $630million as of December31, 2011.
Foreign Exchange
Our operations outside of the U.S. generate 49% of our net
revenue, with Russia, Mexico, Canada, the United Kingdom and
Brazil comprising approximately 25% of our net revenue. As a
result, we are exposed to foreign currency risks.
Additionally, we are also exposed to foreign currency risk
from foreign currency purchases and foreign currency assets
and liabilities created in the normal course of business. We
manage this risk through sourcing purchases from local sup-
pliers, negotiating contracts in local currencies with foreign
suppliers and through the use of derivatives, primarily forward
contracts with terms of no more than two years. Exchange
rate gains or losses related to foreign currency transactions
are recognized as transaction gains or losses in our income
statement as incurred.
Our foreign currency derivatives had a total face value of
$2.8 billion as of December 29, 2012 and $2.3 billion as of
December31, 2011. During the next 12 months, we expect to
reclassify net losses of $14million related to foreign currency
contracts that qualify for hedge accounting from accumu-
lated other comprehensive loss into net income. Additionally,
ineffectiveness for our foreign currency hedges was not mate-
rial for all periods presented. For foreign currency derivatives
that do not qualify for hedge accounting treatment, all losses
and gains were offset by changes in the underlying hedged
items, resulting in no net material impact on earnings.
Interest Rates
We centrally manage our debt and investment portfolios con-
sidering investment opportunities and risks, tax consequences
and overall financing strategies. We use various interest rate
derivative instruments including, but not limited to, interest
rate swaps, cross-currency interest rate swaps, Treasury locks
and swap locks to manage our overall interest expense and
foreign exchange risk. These instruments effectively change
the interest rate and currency of specific debt issuances.
Certain of our fixed rate indebtedness has been swapped
to floating rates. The notional amount, interest payment and
maturity date of the interest rate and cross-currency swaps
match the principal, interest payment and maturity date of the
related debt. Our Treasury locks and swap locks are entered
into to protect against unfavorable interest rate changes relat-
ing to forecasted debt transactions.
The notional amounts of the interest rate derivative
instruments outstanding as of December 29, 2012 and
December31, 2011 were $8.1billion and $8.3billion, respec-
tively. For those interest rate derivative instruments that
qualify for cash flow hedge accounting, any ineffectiveness
is recorded immediately. Ineffectiveness was not material for
all periods presented. During the next 12 months, we expect
to reclassify net losses of $23million related to these hedges
from accumulated other comprehensive loss into net income.
As of December29, 2012, approximately 27% of total debt,
after the impact of the related interest rate derivative instru-
ments, was exposed to variable rates, compared to 38% as of
December31, 2011.
Fair Value Measurements
The fair values of our financial assets and liabilities as of December29, 2012 and December31, 2011 are categorized as follows:
2012 2011
Assets
(a)
Liabilities
(a)
Assets
(a)
Liabilities
(a)
Available-for-sale securities
(b)
$ 79 $ $ 59 $
Short-term investments index funds
(c)
$ 161 $ $ 157 $
Prepaid forward contracts
(d)
$ 33 $ $ 40 $
Deferred compensation
(e)
$ $ 492 $ $ 519
Derivatives designated as fair value hedging instruments:
Interest rate derivatives
(f)
$ 276 $ $ 300 $
Derivatives designated as cash flow hedging instruments:
Foreign exchange contracts
(g)
$ 5 $ 19 $ 25 $ 5
(f)
6 69
Commodity contracts
(h)
8 24 3 78
$ 19 $ 43 $ 28 $ 152
Derivatives not designated as hedging instruments:
Foreign exchange contracts
(g)
$ 8 $ 6 $ 17 $ 20
(f)
123 153 107 141
Commodity contracts
(h)
40 45 10 62
$ 171 $ 204 $ 134 $ 223
Total derivatives at fair value $ 466 $ 247 $ 462 $ 375
Total $ 739 $ 739 $ 718 $ 894
(a) Financial assets are classified on our balance sheet within prepaid expenses and other current assets and other assets, with the exception of available-for-sale securities
and short-term investments, which are classified as short-term investments. Financial liabilities are classified on our balance sheet within accounts payable and other
current liabilities and other liabilities. Unless specifically indicated, all financial assets and liabilities are categorized as Level 2 assets or liabilities.
(b) Based on the price of common stock. Categorized as a Level 1 asset.
(c) Based on price changes in index funds used to manage a portion of market risk arising from our deferred compensation liability. Categorized as a Level 1 asset.
(d) Based primarily on the price of our common stock.
(e) Based on the fair value of investments corresponding to employees investment elections. As of December29, 2012 and December31, 2011, $10million and $44million,
respectively, are categorized as Level 1 liabilities. The remaining balances are categorized as Level 2 liabilities.
(f ) Based on LIBOR forward rates and recently reported market transactions of spot and forward rates.
(g) Based on recently reported market transactions of spot and forward rates.
(h) Based on recently reported transactions in the marketplace, primarily swap arrangements.
The effective portion of the pre-tax (gains)/losses on our derivative instruments are categorized in the table below.
Fair Value/
Non-designated Hedges Cash Flow Hedges
(Gains)/Losses Recognized in
Income Statement
(a)
Losses/(Gains) Recognized
in Accumulated Other
Comprehensive Loss
Losses/(Gains) Reclassified
from Accumulated Other
Comprehensive Loss into
Income Statement
(b)
2012 2011 2012 2011 2012 2011
Foreign exchange contracts $ (23) $ 14 $ 41 $ (9) $ 8 $ 26
Interest rate derivatives 17 (113) (2) 84 19 15
Commodity contracts (23) 25 11 51 63 (36)
Total $ (29) $ (74) $ 50 $ 126 $ 90 $ 5
(a) Interest rate derivative losses are primarily from fair value hedges and are included in interest expense. These losses are substantially offset by decreases in the value of
the underlying debt, which is also included in interest expense. All other gains/losses are from non-designated hedges and are included in corporate unallocated expenses.
(b) Interest rate derivative losses are included in interest expense. All other gains/losses are primarily included in cost of sales.
The carrying amounts of our cash and cash equivalents
and short-term investments approximate fair value due to the
short-term maturity. Short-term investments consist prin-
cipally of short-term time deposits and index funds used to
manage a portion of market risk arising from our deferred
compensation liability. The fair value of our debt obligations as
of December29, 2012 and December31, 2011 was $30.5bil-
lion and $29.8billion, respectively, based upon prices of similar
instruments in the marketplace.
Note11 Net Income Attributable to PepsiCo per Common Share
Basic net income attributable to PepsiCo per common share is net income available for PepsiCo common shareholders divided
by the weighted average of common shares outstanding during the period. Diluted net income attributable to PepsiCo per
common share is calculated using the weighted average of common shares outstanding adjusted to include the effect that would
occur if in-the-money employee stock options were exercised and RSUs and preferred shares were converted into common
shares. Options to purchase 9.6million shares in 2012, 25.9million shares in 2011 and 24.4million shares in 2010 were not
included in the calculation of diluted earnings per common share because these options were out-of-the-money. Out-of-the-
money options had average exercise prices of $67.64 in 2012, $66.99 in 2011 and $67.26 in 2010.
The computations of basic and diluted net income attributable to PepsiCo per common share are as follows:
2012 2011 2010
Income Shares
(a)
Income Shares
(a)
Income Shares
(a)
Net income attributable to PepsiCo $ 6,178 $ 6,443 $ 6,320
Preferred shares:
Dividends (1) (1) (1)
Redemption premium (6) (6) (5)
Net income available for PepsiCo common shareholders $ 6,171 1,557 $ 6,436 1,576 $ 6,314 1,590
Basic net income attributable to PepsiCo per common share $ 3.96 $ 4.08 $ 3.97
Net income available for PepsiCo common shareholders $ 6,171 1,557 $ 6,436 1,576 $ 6,314 1,590
Dilutive securities:
Stock options and RSUs 17 20 23
Employee Stock Ownership Plan (ESOP) convertible
preferred stock 7 1 7 1 6 1
Diluted $ 6,178 1,575 $ 6,443 1,597 $ 6,320 1,614
Diluted net income attributable to PepsiCo per common share $ 3.92 $ 4.03 $ 3.91
(a) Weighted-average common shares outstanding (in millions).
Note12 Preferred Stock
As of December29, 2012 and December31, 2011, there were 3million shares of convertible preferred stock authorized. The
preferred stock was issued for an ESOP established by Quaker and these shares are redeemable for common stock by the ESOP
participants. The preferred stock accrues dividends at an annual rate of $5.46 per share. At year-end 2012 and 2011, there were
803,953 preferred shares issued and 186,553 and 206,653 shares outstanding, respectively. The outstanding preferred shares
had a fair value of $63million as of December29, 2012 and $68million as of December31, 2011. Each share is convertible at
the option of the holder into 4.9625 shares of common stock. The preferred shares may be called by us upon written notice at
$78 per share plus accrued and unpaid dividends. Quaker made the final award to its ESOP plan in June 2001.
2012 2011 2010
Shares
(a)
Amount Shares
(a)
Amount Shares
(a)
Amount
Preferred stock 0.8 $ 41 0.8 $ 41 0.8 $ 41
Repurchased preferred stock
Balance, beginning of year 0.6 $ 157 0.6 $ 150 0.6 $ 145
Redemptions 7 7 5
Balance, end of year 0.6 $ 164 0.6 $ 157 0.6 $ 150
(a) In millions.
Note13 Accumulated Other Comprehensive
Loss Attributable to PepsiCo
Comprehensive income is a measure of income which
includes both net income and other comprehensive income
or loss. Other comprehensive income or loss results from
items deferred from recognition into our income statement.
Accumulated other comprehensive income or loss is separately
presented on our balance sheet as part of common sharehold-
ers equity. Other comprehensive income/(loss) attributable
to PepsiCo was $742million in 2012, $(2,599)million in 2011
and $164 million in 2010. The accumulated balances for
each component of other comprehensive loss attributable to
PepsiCo were as follows:
2012 2011 2010
Currency translation adjustment $ (1,946) $ (2,688) $ (1,159)
Cash flow hedges, net of tax (94) (112) (38)
Unamortized pension and retiree
medical, net of tax
(a)
(3,491) (3,419) (2,442)
Unrealized gain on securities, net
of tax 80 62 70
Other (36) (72) (61)
Accumulated other comprehensive
loss attributable to PepsiCo $ (5,487) $ (6,229) $ (3,630)
(a) Net of taxes of $1,832million in 2012, $1,831million in 2011 and $1,322million
in 2010.
Note14 Supplemental Financial Information
2012 2011 2010
Accounts receivable
Trade receivables $ 6,215 $ 6,036
Other receivables 983 1,033
7,198 7,069
Allowance, beginning of year 157 144 $ 90
Net amounts charged to expense 28 30 12
Deductions
(a)
(27) (41) (37)
Other
(b)
(1) 24 79
Allowance, end of year 157 157 $ 144
Net receivables $ 7,041 $ 6,912
Inventories
(c)
Raw materials $ 1,875 $ 1,883
Work-in-process 173 207
Finished goods 1,533 1,737
$ 3,581 $ 3,827
(a) Includes accounts written off.
(b) Includes adjustments related to acquisitions, currency translation and other
adjustments.
(c) Approximately 3%, in both 2012 and 2011, of the inventory cost was computed
using the LIFO method. The differences between LIFO and FIFO methods of valu-
ing these inventories were not material.
2012 2011
Other assets
Noncurrent notes and accounts receivable $ 136 $ 159
Deferred marketplace spending 195 186
Pension plans 62 65
Other investments
(a)
718 89
Other 542 522
$ 1,653 $ 1,021
Accounts payable and other current liabilities
Accounts payable $ 4,451 $ 4,083
Accrued marketplace spending 2,187 2,105
Accrued compensation and benefits 1,705 1,771
Dividends payable 838 813
Other current liabilities 2,722 2,985
$ 11,903 $ 11,757
(a) Net increase in 2012 primarily relates to our 5% indirect equity interest in Tingyi-
Asahi Beverages Holding Co. Ltd. (TAB).
2012 2011 2010
Other supplemental information
Rent expense $ 581 $ 589 $ 526
Interest paid $ 1,074 $ 1,039 $ 1,043
Income taxes paid, net of refunds $ 1,840 $ 2,218 $ 1,495
Note15 Acquisitions and Divestitures
PBG and PAS
On February 26, 2010, we acquired PBG and PAS to create
a more fully integrated supply chain and go-to-market busi-
ness model, improving the effectiveness and efficiency of
the distribution of our brands and enhancing our revenue
growth. The total purchase price was approximately $12.6bil-
lion, which included $8.3billion of cash and equity and the fair
value of our previously held equity interests in PBG and PAS
of $4.3 billion. The acquisitions were accounted for as busi-
ness combinations, and, accordingly, the identifiable assets
acquired and liabilities assumed were recorded at their esti-
mated fair values at the date of acquisition. Our fair market
valuations of the identifiable assets acquired and liabilities
assumed were completed in the first quarter of 2011.
WBD
On February3, 2011, we acquired the ordinary shares, includ-
ing shares underlying ADSs and Global Depositary Shares
(GDS), of WBD, a company incorporated in the Russian
Federation, which represented in the aggregate approxi-
mately 66% of WBDs outstanding ordinary shares, pursuant
to the purchase agreement dated December1, 2010 between
PepsiCo and certain selling shareholders of WBD for approxi-
mately $3.8 billion in cash (or $2.4 billion, net of cash and
cash equivalents acquired). The acquisition of those shares
increased our total ownership to approximately 77%, giving us
a controlling interest in WBD. Under the guidance on account-
ing for business combinations, once a controlling interest is
obtained, we were required to recognize and measure 100%
of the identifiable assets acquired, liabilities assumed and
noncontrolling interests at their full fair values. Our fair market
valuations of the identifiable assets acquired and liabilities
assumed were completed in the first quarter of 2012 and the
final valuations did not materially differ from those fair values
reported as of December31, 2011.
On March10, 2011, we commenced tender offers in Russia
and the U.S. for all remaining outstanding ordinary shares
and ADSs of WBD for 3,883.70 Russian rubles per ordinary
share and 970.925 Russian rubles per ADS, respectively. The
Russian offer was made to all holders of ordinary shares and
the U.S. offer was made to all holders of ADSs. We com-
pleted the Russian offer on May19, 2011 and the U.S. offer on
May16, 2011. After completion of the offers, we paid approxi-
mately $1.3billion for WBDs ordinary shares (including shares
underlying ADSs) and increased our total ownership of WBD
to approximately 98.6%.
On June30, 2011, we elected to exercise our squeeze-out
rights under Russian law with respect to all remaining WBD
ordinary shares not already owned by us. Therefore, under
Russian law, all remaining WBD shareholders were requiredto
sell their ordinary shares (including those underlying ADSs)
tous at the same price that was offered to WBD shareholders
in the Russian tender offer. Accordingly, all registered holders
of ordinary shares on August 15, 2011 (including the ADSs
depositary) received 3,883.70 Russian rubles per ordinary
share. After completion of the squeeze-out in September
2011, we paid approximately $79million for WBDs ordinary
shares (including shares underlying ADSs) and increased our
total ownership to 100% of WBD.
Tingyi-Asahi Beverages Holding Co. Ltd.
On March31, 2012, we completed a transaction with Tingyi.
Under the terms of the agreement, we contributed our com-
pany-owned and joint venture bottling operations in China to
Tingyis beverage subsidiary, TAB, and received as consider-
ation a 5% indirect equity interest in TAB. As a result of this
transaction, TAB is now our franchise bottler in China. We
also have a call option to increase our indirect holding in TAB
to 20% by 2015. We recorded restructuring and other charges
of $150 million ($176 million after-tax or $0.11 per share),
primarily consisting of employee-related charges, in our 2012
results. This charge is reflected in items affecting compara-
bility. See Items Affecting Comparability in Managements
To Our Shareholders:
At PepsiCo, our actions the actions of all our associates are
governed by our Global Code of Conduct. This Code is clearly
aligned with our stated values a commitment to sustained
growth, through empowered people, operating with respon-
sibility and building trust. Both the Code and our core values
enable us to operate with integrity both within the letter and
the spirit of the law. Our Code of Conduct is reinforced con-
sistently at all levels and in all countries. We have maintained
strong governance policies and practices for many years.
The management of PepsiCo is responsible for the objec-
tivity and integrity of our consolidated financial statements.
The Audit Committee of the Board of Directors has engaged
independent registered public accounting firm, KPMG LLP,
to audit our consolidated financial statements, and they have
expressed an unqualified opinion.
We are committed to providing timely, accurate and
understandable information to investors. Our commitment
encompasses the following:
Maintaining strong controls over fnancial reporting.
Our system of internal control is based on the control criteria
framework of the Committee of Sponsoring Organizations
of the Treadway Commission published in their report
titled Internal Control Integrated Framework. The system
is designed to provide reasonable assurance that transac-
tions are executed as authorized and accurately recorded;
that assets are safeguarded; and that accounting records
are sufficiently reliable to permit the preparation of finan-
cial statements that conform in all material respects with
accounting principles generally accepted in the U.S. We main-
tain disclosure controls and procedures designed to ensure
that information required to be disclosed in reports under the
Securities Exchange Act of 1934 is recorded, processed, sum-
marized and reported within the specified time periods. We
monitor these internal controls through self-assessments and
an ongoing program of internal audits. Our internal controls
are reinforced through our Global Code of Conduct, which
sets forth our commitment to conduct business with integrity,
and within both the letter and the spirit of the law.
Exerting rigorous oversight of the business.
We continuously review our business results and strategies.
This encompasses financial discipline in our strategic and
daily business decisions. Our Executive Committee is actively
involved from understanding strategies and alternatives
to reviewing key initiatives and financial performance. The
intent is to ensure we remain objective in our assessments,
constructively challenge our approach to potential business
opportunities and issues, and monitor results and controls.
Engaging strong and efective Corporate
Governance from our Board of Directors.
We have an active, capable and diligent Board that meets
therequired standards for independence, and we welcomethe
Boards oversight as a representative of our shareholders. Our
Audit Committee is comprised of independent directors with
the financial literacy, knowledge and experience to provide
appropriate oversight. We review our critical accounting poli-
cies, financial reporting and internal control matters with them
and encourage their direct communication with KPMG LLP,
with our General Auditor, and with our General Counsel. We
also have a Compliance & Ethics Department, led by our Chief
Compliance & Ethics Officer, to coordinate our compliance
policies and practices.
Providing investors with fnancial results that are
complete, transparent and understandable.
The consolidated financial statements and financial infor-
mation included in this report are the responsibility of
management. This includes preparing the financial statements
in accordance with accounting principles generally accepted
in the U.S., which require estimates based on managements
best judgment.
PepsiCo has a strong history of doing whats right.
We realize that great companies are built on trust, strong ethi-
cal standards and principles. Our financial results are delivered
from that culture of accountability, and we take responsibility
for the quality and accuracy of our financial reporting.
February21, 2013
Marie T. Gallagher
Senior Vice President and Controller
Hugh F. Johnston
Chief Financial Officer
Indra K. Nooyi
Chairman of the Board of Directors and
Chief Executive Officer
Managements Responsibility for Financial Reporting
Our management is responsible for establishing and
maintaining adequate internal control over financial report-
ing, as such term is defined in Rule 13a-15(f) of the Exchange
Act. Under the supervision and with the participation of our
management, including our Chief Executive Officer and Chief
Financial Officer, we conducted an evaluation of the effective-
ness of our internal control over financial reporting based upon
the framework in Internal Control Integrated Framework
issued by the Committee of Sponsoring Organizations of the
Treadway Commission. Based on that evaluation, our man-
agement concluded that our internal control over financial
reporting was effective as of December29, 2012.
KPMG LLP, an independent registered public account-
ing firm, has audited the consolidated financial statements
included in this Annual Report and, as part of their audit, has
issued their report, included herein, on the effectiveness of
our internal control over financial reporting.
During our fourth fiscal quarter of 2012, we continued
migrating certain of our financial processing systems to an
enterprise-wide systems solution. These systems implemen-
tations are part of our ongoing global business transformation
initiative, and we plan to continue implementing such systems
throughout other parts of our businesses over the course of
the next few years. Moreover, we continue to integrate our
WBD business, which was acquired in 2011. In connection
with these implementations and integration, and resulting
business process changes, we continue to enhance the design
and documentation of our internal control over financial
reporting processes to maintain suitable controls over our
financial reporting.
Except as described above, there were no changes in our
internal control over financial reporting during our fourth
fiscal quarter of 2012 that have materially affected, or are
reasonably likely to materially affect, our internal control over
financial reporting.
February21, 2013
Marie T. Gallagher
Senior Vice President and Controller
Hugh F. Johnston
Chief Financial Officer
Indra K. Nooyi
Chairman of the Board of Directors and
Chief Executive Officer
Managements Report on Internal Control Over Financial Reporting
The Board of Directors and Shareholders
PepsiCo, Inc.:
We have audited the accompanying Consolidated Balance
Sheets of PepsiCo, Inc. and subsidiaries (PepsiCo, Inc. or
the Company) as of December29, 2012 and December31,
2011, and the related Consolidated Statements of Income,
Comprehensive Income, Cash Flows and Equity for each of
the fiscal years in the three-year period ended December29,
2012. We also have audited PepsiCo, Inc.s internal control over
financial reporting as of December29, 2012, based on criteria
established in Internal Control Integrated Framework issued
by the Committee of Sponsoring Organizations of the Treadway
Commission (COSO). PepsiCo, Inc.s management is responsible
for these consolidated financial statements, for maintaining
effective internal control over financial reporting, and for its
assessment of the effectiveness of internal control over finan-
cial reporting, included in the accompanying Managements
Report on Internal Control over Financial Reporting. Our
responsibility is to express an opinion on these consolidated
financial statements and an opinion on the Companys internal
control over financial reporting based on our audits.
We conducted our audits in accordance with the standards
of the Public Company Accounting Oversight Board (United
States). Those standards require that we plan and perform
the audits to obtain reasonable assurance about whether the
financial statements are free of material misstatement and
whether effective internal control over financial reporting
was maintained in all material respects. Our audits of the con-
solidated financial statements included examining, on a test
basis, evidence supporting the amounts and disclosures in the
financial statements, assessing the accounting principles used
and significant estimates made by management, and evaluat-
ing the overall financial statement presentation. Our audit of
internal control over financial reporting included obtaining
an understanding of internal control over financial reporting,
assessing the risk that a material weakness exists, and test-
ing and evaluating the design and operating effectiveness of
internal control based on the assessed risk. Our audits also
included performing such other procedures as we considered
necessary in the circumstances. We believe that our audits
provide a reasonable basis for our opinions.
A companys internal control over financial reporting is a
process designed to provide reasonable assurance regarding
the reliability of financial reporting and the preparation of
financial statements for external purposes in accordance
with generally accepted accounting principles. A companys
internal control over financial reporting includes those poli-
cies and procedures that (1) pertain to the maintenance of
records that, in reasonable detail, accurately and fairly reflect
the transactions and dispositions of the assets of the com-
pany; (2) provide reasonable assurance that transactions
are recorded as necessary to permit preparation of financial
statements in accordance with generally accepted accounting
principles, and that receipts and expenditures of the com-
pany are being made only in accordance with authorizations
of management and directors of the company; and (3) pro-
vide reasonable assurance regarding prevention or timely
detection of unauthorized acquisition, use, or disposition of
thecompanys assets that could have a material effect on the
Because of its inherent limitations, internal control over
financial reporting may not prevent or detect misstatements.
Also, projections of any evaluation of effectiveness to future
periods are subject to the risk that controls may become inad-
equate because of changes in conditions, or that the degree
of compliance with the policies or procedures may deteriorate.
In our opinion, the consolidated financial statements
referred to above present fairly, in all material respects, the
financial position of PepsiCo, Inc. as of December 29, 2012
and December31, 2011, and the results of its operations and
its cash flows for each of the fiscal years in the three-year
period ended December 29, 2012, in conformity with U.S.
generally accepted accounting principles. Also in our opinion,
PepsiCo, Inc. maintained, in all material respects, effective
internal control over financial reporting as of December 29,
2012, based on criteria established in Internal Control
Integrated Framework issued by COSO.
New York, New York
February21, 2013
Report of Independent Registered Public Accounting Firm
2012 2011
(in millions except per share amounts, unaudited)
First
Quarter
Second
Quarter
Third
Quarter
Fourth
Quarter
First
Quarter
Second
Quarter
Third
Quarter
Fourth
Quarter
Net revenue $ 12,428 $ 16,458 $ 16,652 $ 19,954 $ 11,937 $ 16,827 $ 17,582 $ 20,158
Gross profit $ 6,539 $ 8,543 $ 8,819 $ 10,300 $ 6,490 $ 8,864 $ 9,130 $ 10,427
Mark-to-market net impact
(a)
$ (84) $ 79 $ (121) $ 61 $ (31) $ 9 $ 53 $ 71
Merger and integration charges
(b)
$ 2 $ 3 $ 2 $ 9 $ 55 $ 58 $ 61 $ 155
Restructuring and impairment charges
(c)
$ 33 $ 77 $ 83 $ 86 $ 383
Restructuring and other charges related to the
transaction with Tingyi
(d)
$ 137 $ 13
Pension lump sum settlement charge
(e)
$ 195
Tax benefit related to tax court decision
(f)
$ (217)
53rd week
(g)
$ (94)
Inventory fair value adjustments
(h)
$ 34 $ 4 $ 3 $ 5
Net income attributable to PepsiCo $ 1,127 $ 1,488 $ 1,902 $ 1,661 $ 1,143 $ 1,885 $ 2,000 $ 1,415
Net income attributable to PepsiCo per common
share basic $ 0.72 $ 0.95 $ 1.22 $ 1.07 $ 0.72 $ 1.19 $ 1.27 $ 0.90
Net income attributable to PepsiCo per common
share diluted $ 0.71 $ 0.94 $ 1.21 $ 1.06 $ 0.71 $ 1.17 $ 1.25 $ 0.89
Cash dividends declared per common share $ 0.515 $ 0.5375 $ 0.5375 $ 0.5375 $ 0.48 $ 0.515 $ 0.515 $ 0.515
Stock price per share
(i)
High $ 67.19 $ 69.74 $ 73.66 $ 72.09 $ 67.46 $ 71.89 $ 70.75 $ 66.78
Low $ 62.15 $ 64.64 $ 68.10 $ 67.72 $ 62.05 $ 63.50 $ 60.10 $ 58.50
Close $ 65.30 $ 69.48 $ 72.10 $ 68.02 $ 63.24 $ 68.69 $ 63.30 $ 66.35
(a) In 2012, we recognized $65million ($41million after-tax or $0.03 per share) of mark-to-market net gains on commodity hedges in corporate unallocated expenses. In
2011, we recognized $102million ($71million after-tax or $0.04 per share) of mark-to-market net losses on commodity hedges in corporate unallocated expenses.
(b) In 2012, we incurred merger and integration charges of $16million ($12million after-tax or $0.01 per share) related to our acquisition of WBD. In 2011, we incurred merger
and integration charges of $329million ($271million after-tax or $0.17 per share) related to our acquisitions of PBG, PAS and WBD. See Note3 to our consolidated finan-
cial statements.
(c) In 2012, restructuring and impairment charges were $279million ($215million after-tax or $0.14 per share). Restructuring and impairment charges in 2011 were $383mil-
lion ($286million after-tax or $0.18 per share). See Note3 to our consolidated financial statements.
(d) In 2012, we recorded restructuring and other charges of $150million ($176million after-tax or $0.11 per share) related to the transaction with Tingyi. See Note15 to our
consolidated financial statements.
(e) In 2012, we recorded a pension lump sum settlement charge of $195million ($131million after-tax or $0.08 per share). See Note7 to our consolidated financial statements.
(f) In 2012, we recognized a non-cash tax benefit of $217million ($0.14 per share) associated with a favorable tax court decision related to the classification of financial
instruments. See Note5 to our consolidated financial statements.
(g) The 2011 fiscal year consisted of fifty-three weeks compared to fifty-two weeks in our normal fiscal year. The 53rd week increased 2011 net revenue by $623million,
gross profit by $358million, pre-tax income by $94million and net income attributable to PepsiCo by $64million or $0.04 per share.
(h) In 2011, we recorded $46million ($28million after-tax or $0.02 per share) of incremental costs related to fair value adjustments to the acquired inventory included in
WBDs balance sheet at the acquisition date and hedging contracts included in PBGs and PASs balance sheets at the acquisition date. See Note 15 to our consolidated
( i ) Represents the composite high and low sales price and quarterly closing prices for one share of PepsiCo common stock.
Selected Financial Data
2012 2011 2010 2009 2008
Net revenue $ 65,492 $ 66,504 $ 57,838 $ 43,232 $ 43,251
Net income attributable to PepsiCo $ 6,178 $ 6,443 $ 6,320 $ 5,946 $ 5,142
Net income attributable to PepsiCo per common share basic $ 3.96 $ 4.08 $ 3.97 $ 3.81 $ 3.26
Net income attributable to PepsiCo per common share diluted $ 3.92 $ 4.03 $ 3.91 $ 3.77 $ 3.21
Cash dividends declared per common share $ 2.1275 $ 2.025 $ 1.89 $ 1.775 $ 1.65
Total assets $ 74,638 $ 72,882 $ 68,153 $ 39,848 $ 35,994
Long-term debt $ 23,544 $ 20,568 $ 19,999 $ 7,400 $ 7,858
Return on invested capital
(a)
13.7% 14.3% 17.0% 27.5% 24.0%
(a) Return on invested capital is defined as adjusted net income attributable to PepsiCo divided by the sum of average common shareholders equity and average total debt.
Adjusted net income attributable to PepsiCo is defined as net income attributable to PepsiCo plus interest expense after-tax. Interest expense after-tax was $576million
in 2012, $548million in 2011, $578million in 2010, $254million in 2009 and $210million in 2008.
Includes mark-to-market net (gains)/losses of:
2012 2011 2010 2009 2008
Pre-tax $ (65) $ 102 $ (91) $ (274) $ 346
After-tax $ (41) $ 71 $ (58) $ (173) $ 223
Per share $ (0.03) $ 0.04 $ (0.04) $ (0.11) $ 0.14
In 2012, we incurred merger and integration charges of $16million ($12million after-tax or $0.01 per share) related to our acquisition of WBD.
Includes restructuring and impairment charges of:
2012 2011 2009 2008
Pre-tax $ 279 $ 383 $ 36 $ 543
After-tax $ 215 $ 286 $ 29 $ 408
Per share $ 0.14 $ 0.18 $ 0.02 $ 0.25
In 2012, we recorded restructuring and other charges of $150million ($176million after-tax or $0.11 per share) related to the transaction with Tingyi.
In 2012, we recorded a pension lump sum settlement charge of $195million ($131million after-tax or $0.08 per share).
In 2012, we recognized a non-cash tax benefit of $217 million ($0.14 per share) associated with a favorable tax court decision related to the classification of finan-
cial instruments.
In 2011, we incurred merger and integration charges of $329million ($271 million after-tax or $0.17 per share) related to our acquisitions of PBG, PAS and WBD.
The 2011 fiscal year consisted of fifty-three weeks compared to fifty-two weeks in our normal fiscal year. The 53rd week increased 2011 net revenue by $623million and
net income attributable to PepsiCo by $64million or $0.04 per share.
In 2011, we recorded $46million ($28million after-tax or $0.02 per share) of incremental costs related to fair value adjustments to the acquired inventory included in
WBDs balance sheet at the acquisition date and hedging contracts included in PBGs and PASs balance sheets at the acquisition date.
In 2010, we incurred merger and integration charges of $799million related to our acquisitions of PBG and PAS, as well as advisory fees in connection with our acquisition
of WBD. In addition, we recorded $9million of merger-related charges, representing our share of the respective merger costs of PBG and PAS. In total, these costs had an
after-tax impact of $648million or $0.40 per share.
In 2010, we recorded $398million ($333million after-tax or $0.21 per share) of incremental costs related to fair value adjustments to the acquired inventory and other
related hedging contracts included in PBGs and PASs balance sheets at the acquisition date.
In 2010, in connection with our acquisitions of PBG and PAS, we recorded a gain on our previously held equity interests of $958million ($0.60 per share), comprising
$735million which was non-taxable and recorded in bottling equity income and $223million related to the reversal of deferred tax liabilities associated with these previ-
ously held equity interests.
In 2010, we recorded a $120million net charge ($120million after-tax or $0.07 per share) related to our change to hyperinflationary accounting for our Venezuelan busi-
nesses and the related devaluation of the bolivar.
In 2010, we recorded a $145million charge ($92million after-tax or $0.06 per share) related to a change in scope of one release in our ongoing migration to SAP software.
In 2010, we made a $100million ($64million after-tax or $0.04 per share) contribution to the PepsiCo Foundation Inc., in order to fund charitable and social programs over
the next several years.
In 2010, we paid $672million in a cash tender offer to repurchase $500million (aggregate principal amount) of our 7.90% senior unsecured notes maturing in 2018. As a
result of this debt repurchase, we recorded a $178million charge to interest expense ($114million after-tax or $0.07 per share), primarily representing the premium paid
in the tender offer.
In 2009, we recognized $50million of merger-related charges related to our acquisitions of PBG and PAS, as well as an additional $11million of costs in bottling equity
income representing our share of the respective merger costs of PBG and PAS. In total, these costs had an after-tax impact of $44million or $0.03 per share.
In 2008, we recognized $138million ($114million after-tax or $0.07 per share) of our share of PBGs restructuring and impairment charges.
Five-Year Summary (unaudited)
Core results, core constant currency results and division oper-
ating profit are non-GAAP financial measures as they exclude
certain items noted below. However, we believe investors
should consider these measures as they are more indicative of
our ongoing performance and with how management evalu-
ates our operational results and trends.
Commodity Mark-to-Market Net Impact
In the year ended December 29, 2012, we recognized
$65 million of mark-to-market net gains on commodity
hedges in corporate unallocated expenses. In the year ended
December 31, 2011, we recognized $102 million of mark-
to-market net losses on commodity hedges in corporate
unallocated expenses. We centrally manage commodity deriv-
atives on behalf of our divisions. These commodity derivatives
include agricultural products, metals and energy. Certain
of these commodity derivatives do not qualify for hedge
accounting treatment and are marked to market with the
resulting gains and losses recognized in corporate unallo-
cated expenses. These gains and losses are subsequently
reflected in division results when the divisions take delivery of
the underlying commodity.
Merger and Integration Charges
In the year ended December29, 2012, we incurred merger and
integration charges of $16million related to our acquisition of
WBD, including $11 million recorded in the Europe segment
and $5million recorded in interest expense. In the year ended
December 31, 2011, we incurred merger and integration
charges of $329million related to our acquisitions of PBG, PAS
and WBD, including $112million recorded in the PAB segment,
$123 million recorded in the Europe segment, $78 million
recorded in corporate unallocated expenses and $16 million
recorded in interest expense. These charges also include clos-
ing costs and advisory fees related to our acquisition of WBD.
Restructuring and Impairment Charges
In the year ended December29, 2012, we incurred restructur-
ing charges of $279million, in conjunction with our multi-year
productivity plan (Productivity Plan), including $38 million
recorded in the FLNA segment, $9 million recorded in the
QFNA segment, $50 million recorded in the LAF segment,
$102million recorded in the PAB segment, $42million recorded
in the Europe segment, $28 million recorded in the AMEA
segment and $10 million recorded in corporate unallocated
expenses. In the year ended December31, 2011, we incurred
restructuring charges of $383 million in conjunction with our
Productivity Plan, including $76 million recorded in the FLNA
segment, $18million recorded in the QFNA segment, $48mil-
lion recorded in the LAF segment, $81million recorded in the
PAB segment, $77 million recorded in the Europe segment,
$9 million recorded in the AMEA segment and $74 million
recorded in corporate unallocated expenses. The Productivity
Plan includes actions in every aspect of our business that we
believe will strengthen our complementary food, snack and bev-
erage businesses by leveraging new technologies and processes
across PepsiCos operations, go-to-market and information
systems; heightening the focus on best practice sharing across
the globe; consolidating manufacturing, warehouse and sales
facilities; and implementing simplified organization structures,
with wider spans of control and fewer layers of management.
Restructuring and Other Charges Related to the
Transaction with Tingyi
In the year ended December29, 2012, we recorded restruc-
turing and other charges $150million in the AMEA segment
related to the transaction with Tingyi.
Pension Lump Sum Settlement Charge
In the year ended December29, 2012, we recorded a pension
lump sum settlement charge of $195million.
Tax Beneft Related to Tax Court Decision
In the year ended December 29, 2012, we recognized a
non-cash tax benefit of $217million associated with afavor-
able tax court decision related to the classification of
financial instruments.
53rd Week Impact
In 2011, we had an extra reporting week (53rd week). Our
fiscal year ends on the last Saturday of each December,
resulting in an additional week of results every five or six
years. The 53rd week increased net revenue by $623 mil-
lion and operating profit by $109 million in the year ended
December31, 2011.
Inventory Fair Value Adjustments
In the year ended December31, 2011, we recorded $46million
of incremental costs in cost of sales related to fair value adjust-
ments to the acquired inventory included in WBDs balance
sheet at the acquisition date and hedging contracts included in
PBGs and PASs balance sheets at the acquisition date.
(Excluding Certain Items)
Additionally, management operating cash flow (excluding the
items noted in the Net Cash Provided by Operating Activities
Reconciliation table) is the primary measure management
uses to monitor cash flow performance. This is not a measure
defined by GAAP. Since net capital spending is essential to our
product innovation initiatives and maintaining our operational
capabilities, we believe that it is a recurring and necessary use
Reconciliation of GAAP and Non- GAAP Information
of cash. As such, we believe investors should also consider
net capital spending when evaluating our cash from operat-
ing activities. Additionally, we consider certain other items
(included in the Net Cash Provided by Operating Activities
Reconciliation table) in evaluating management operating cash
flow which we believe investors should consider in evaluating
our management operating cash flow results.
Net Revenue Reconciliation
Year Ended
12/29/12 12/31/11 Growth
Reported Net Revenue $65,492 $66,504 (1.5)%
53rd Week (623)
Core Net Revenue $65,492 $65,881 (1)%
Division Operating Proft Reconciliation
Year Ended
12/29/12 12/31/11 Growth
Core Division Operating Profit $ 10,844 $ 11,329 (4)%
Merger and Integration Charges (11) (235)
Restructuring and Impairment
Charges (269) (309)
Restructuring and Other Charges
Related to the Transaction
withTingyi (150)
53rd Week 127
Inventory Fair Value Adjustments (46)
Division Operating Profit 10,414 10,866
Impact of Corporate Unallocated (1,302) (1,233)
Total Reported Operating Profit $ 9,112 $ 9,633 (5)%
Total Operating Proft Reconciliation
Year Ended
12/29/12 12/31/11 Growth
Reported Operating Profit $ 9,112 $ 9,633 (5)%
Mark-to-Market Net Impact (65) 102
Merger and Integration Charges 11 313
Charges 279 383
withTingyi 150
Pension Lump Sum Settlement Charge 195
53rd Week (109)
Inventory Fair Value Adjustments 46
Core Operating Profit $ 9,682 $ 10,368 (7)%
Net Income Attributable to PepsiCo Reconciliation
Year Ended
12/29/12 12/31/11 Growth
Reported Net Income Attributable
toPepsiCo $6,178 $6,443 (4)%
Mark-to-Market Net Impact (41) 71
Merger and Integration Charges 12 271
Charges 215 286
withTingyi 176
Pension Lump Sum Settlement Charge 131
Tax Benefit Related to Tax Court
Decision (217)
53rd Week (64)
Inventory Fair Value Adjustments 28
Core Net Income Attributable to
PepsiCo $6,454 $7,035 (8)%
Diluted EPS Reconciliation
Year Ended
12/29/12 12/31/11 Growth
Reported Diluted EPS $ 3.92 $ 4.03 (3)%
Mark-to-Market Net Impact (0.03) 0.04
Merger and Integration Charges 0.01 0.17
Charges 0.14 0.18
withTingyi 0.11
Pension Lump Sum Settlement Charge 0.08
Tax Benefit Related to Tax Court
Decision (0.14)
53rd Week (0.04)
Inventory Fair Value Adjustments 0.02
Core Diluted EPS $ 4.10 $ 4.40 (7)%
Reconciliation of GAAP and Non- GAAP Information
(continued)
Net Cash Provided by Operating Activities
Reconciliation
Year Ended
12/29/12 12/31/11 Growth
Net Cash Provided by Operating
Activities $ 8,479 $ 8,944 (5)%
Capital Spending (2,714) (3,339)
Sales of Property, Plant and
Equipment 95 84
Management Operating Cash Flow 5,860 5,689 3%
Discretionary Pension and Retiree
Medical Contributions (after-tax) 1,051 44
Merger and Integration Payments
(after-tax) 63 283
Payments Related to Restructuring
Charges (after-tax) 260 21
Capital Investments Related to the
PBG/PAS Integration 10 108
Capital Investments Related to the
Productivity Plan 26
Payments for Restructuring and
Other Charges Related to the
Transaction with Tingyi 117
excluding above Items $ 7,387 $ 6,145 20%
Return on Invested Capital (ROIC) Reconciliation
Year Ended
12/29/12
Reported ROIC 14%
Impact of Cash, Cash Equivalents and Short-Term
Investments 1
Core Net ROIC 15%
Note: The impact of all other reconciling items to reported ROIC round to zero.
Return on Equity (ROE) Reconciliation
Year Ended
12/29/12
Reported ROE 29%
Certain Other Items* (1)
Core ROE 28%
* Certain Other Items includes the items affecting comparability (See Items
Affecting Comparability on pages 5456). The impact of these reconciling itemsto
reported ROE rounds to zero.
Note: Certain amounts above may not sum due to rounding.
12/07 12/08 12/09 12/10 12/11 12/12
PepsiCo, Inc. $100 $74 $85 $94 $98 $105
S&P 500
$100 $63 $80 $92 $94 $109

S&P
Avg. of Industry
Groups* $100 $82 $100 $117 $132 $143
* The S&P Average of Industry Groups is derived by weighting the returns of two
applicable S&P Industry Groups (Non-Alcoholic Beverages and Food) by PepsiCos
sales in its beverages and foods businesses. The return for PepsiCo, the S&P 500
and the S&P Average indices are calculated through December 31, 2012.
Cumulative Total Shareholder Return
Return on PepsiCo stock investment (including dividends), the S&P 500 and the S&P
Average of Industry Groups*
in U.S. dollars

PepsiCo, Inc. S&P 500
S&P
Avg. of Industry Groups*

Acquisitions and divestitures: all mergers and acquisitions
activity, including the impact of acquisitions, divestitures and
changes in ownership or control in consolidated subsidiaries
and nonconsolidated equity investees.
Bottler Case Sales (BCS): measure of physical beverage
volume shipped to retailers and independent distributors from
both PepsiCo and our independent bottlers.
Bottler funding: financial incentives we give to our indepen-
dent bottlers to assist in the distribution and promotion of our
beverage products.
Concentrate Shipments and Equivalents (CSE): measure
of our physical beverage volume shipments to independent
bottlers, retailers and independent distributors.
Constant currency: financial results assuming constant
foreign currency exchange rates used for translation based
on the rates in effect for the comparable prior-year period. In
order to compute our constant currency results, we multiply
or divide, as appropriate, our current year U.S. dollar results
by the current year average foreign exchange rates and then
multiply or divide, as appropriate, those amounts by the prior
year average foreign exchange rates.
Consumers: people who eat and drink our products.
CSD: carbonated soft drinks.
Customers: authorized independent bottlers, distributors
and retailers.
Derivatives: financial instruments, such as futures, swaps,
Treasury locks, cross currency swaps, options and forward
contracts that we use to manage our risk arising from changes
in commodity prices, interest rates, foreign exchange rates
and stock prices.
Direct-Store-Delivery (DSD): delivery system used by us
and our independent bottlers to deliver snacks and beverages
directly to retail stores where our products are merchandised.
Effective net pricing: reflects the year-over-year impact
of discrete pricing actions, sales incentive activities and mix
resulting from selling varying products in different package
sizes and in different countries.
Hedge accounting: treatment for qualifying hedges that
allows fluctuations in a hedging instruments fair value to
offset corresponding fluctuations in the hedged item in the
same reporting period. Hedge accounting is allowed only in
cases where the hedging relationship between the hedg-
ing instruments and hedged items is highly effective, and
only prospectively from the date a hedging relationship is
formally documented.
Independent bottlers: customers to whom we have granted
exclusive contracts to sell and manufacture certain beverage
products bearing our trademarks within a specific geographi-
cal area.
Management operating cash flow: net cash provided by
operating activities less capital spending plus sales of prop-
erty, plant and equipment.
Mark-to-market net gain or loss or impact: change in
market value for commodity contracts that we purchase to
mitigate the volatility in costs of energy and raw materials
that we consume. The market value is determined based on
recently reported transactions in the marketplace.
Organic: a measure that adjusts for impacts of acquisitions,
divestitures and other structural changes and foreign exchange
translation. This measure also excludes the impact of an extra
reporting week in 2011. In excluding the impact of foreign
exchange translation, we assume constant foreign exchange
rates used for translation based on the rates in effect for the
comparable prior-year period. See the definition of Constant
currency for additional information.
Servings: common metric reflecting our consolidated physical
unit volume. Our divisions physical unit measures are converted
into servings based on U.S. Food and Drug Administration
guidelines for single-serving sizes of our products.
Total marketplace spending: includes sales incentives and
discounts offered through various programs to our customers,
consumers or independent bottlers, as well as advertising and
other marketing activities.
Transaction gains and losses: the impact on our consolidated
financial statements of exchange rate changes arising from
specific transactions.
Translation adjustment: the impact of converting our foreign
affiliates financial statements into U.S. dollars for the purpose
of consolidating our financial statements.
Glossary
Common Stock Information
Stock Trading Symbol PEP
Stock Exchange Listings
The New York Stock Exchange is the prin-
cipal market for PepsiCo common stock,
which is also listed on the Chicago and
Swiss Stock Exchanges.
Shareholders
As of February 13, 2013, there were
approximately 152,290 shareholders of
record.
Dividend Policy
Dividends are usually declared in late
January or early February, May, July and
November and paid at the end of March,
June and September and the beginning
of January. The dividend record dates for
these payments are, subject to approval
by the Board of Directors, expected to
be March 1, June 7, September 6 and
December6, 2013. We have paid consecu-
tive quarterly cash dividends since 1965.
Stock Performance
PepsiCo was formed through the 1965
merger of Pepsi-Cola Company and Frito-
Lay, Inc. A $1,000 investment in our stock
made on December 31, 2007 was worth
about $1,046 on December 31, 2012,
assuming the reinvestment of dividends
intoPepsiCo stock. This performance rep-
resents a compounded annual growth rate
of 0.9 percent.
Cash Dividends Declared
Per Share (in $)
The closing price for a share of PepsiCo
common stock on the New York Stock
Exchange was the price as reported by
Bloomberg for the years ending 2008
2012. Past performance is not necessarily
indicative of future returns on investments
in PepsiCo common stock.
Year-end Market Price of Stock
Based on calendar year end (in $)
Shareholder Information
Annual Meeting
The Annual Meeting of Shareholders will
beheld at the North Carolina History Center
at Tryon Palace, 529 South Front Street,
NewBern, North Carolina, on Wednesday,
May 1, 2013, at 9:00 a.m. local time.
Proxies for the meeting will be solicited by
an independent proxy solicitor. This annual
report is not part of the proxy solicitation.
Inquiries Regarding Your
Stock Holdings
Registered Shareholders (shares held
by you in your name) should address
communications concerning transfers,
statements, dividend payments, address
changes, lost certificates and other admin-
istrative matters to:
Computershare
P.O. Box 43078
Providence, RI 02940
Telephone: 800-226-0083
201-680-6578 (Outside the U.S.)
E-mail: web.queries@computershare.com
Website: www.computershare.com/
investor
or
Manager Shareholder Relations
PepsiCo, Inc.
700 Anderson Hill Road
Purchase, NY 10577
Telephone: 914-253-3055
E-mail: investor@pepsico.com
In all correspondence or telephone inqui-
ries, please mention PepsiCo, your name
as printed on your stock certificate, your
holder ID, your address and your tele-
phone number.
SharePower Participants (associates
with SharePower Options) should address
all questions regarding your account,
outstanding options or shares received
through option exercises to:
Merrill Lynch
1400 Merrill Lynch Drive
MSC NJ2-140-03-17
Pennington, NJ 08534
Telephone: 800-637-6713 (U.S.,
Puerto Rico and Canada)
609-818-8800 (all other locations)
In all correspondence, please provide your
account number (for U.S. citizens, this is
your Social Security number), your address
and your telephone number, and men-
tion PepsiCo SharePower. For telephone
inquiries, please have a copy of your most
recent statement available.
Associate Beneft Plan Participants
PepsiCo 401(k) Plan
The PepsiCo Savings & Retirement
Center at Fidelity
P.O. Box 770003
Cincinnati, OH 45277-0065
Telephone: 800-632-2014
(Overseas: Dial your countrys AT&T Access
Number +800-632-2014. In the U. S.,
access numbers are available by calling
800-331-1140. From anywhere in the
world, access numbers are available
online at www.att.com/traveler.) Website:
www.netbenefits.com/pepsico
PepsiCo Stock Purchase Program:
Fidelity Investments
P.O. Box 770001
Cincinnati, OH 45277-0002
Telephone: 800-632-2014
Website:www.netbenefits.com/pepsico
Please have a copy of your most recent
statement available when calling with
inquiries.
12
11
10
09
08
2.1275
2.0250
1.8900
1.7750
1.6500


Shareholder Services
Direct Stock Purchase
Interested investors can make their initial
purchase directly through Computershare,
transfer agent for PepsiCo and Adminis-
trator for the Plan. A brochure detailing
the Plan is available on our website, www.
pepsico.com, or from our transfer agent:
Computershare
P.O. Box 43078
Providence, RI 02940
Telephone: 800-226-0083
201-680-6578 (Outside the U.S.)
E-mail: web.queries@computershare.com
Website: www.computershare.com/
investor
Other services include dividend reinvest-
ment, direct deposit of dividends, optional
cash investments by electronic funds
transfer or check drawn on a U.S. bank, sale
of shares, online account access, and elec-
tronic delivery of shareholder materials.
Financial and Other Information
PepsiCos 2013 quarterly earnings releases
are expected to be issued the weeks of
April 22, July 22, October 14, 2013 and
February10, 2014.
Copies of PepsiCos SEC reports, earnings
and other financial releases, corporate news
and additional company information are
available on our website, www.pepsico.com.
Independent Auditors
KPMG LLP
345 Park Avenue
New York, NY 10154-0102
Telephone: 212-758-9700
Corporate Headquarters
PepsiCo, Inc.
700 Anderson Hill Road
Purchase, NY 10577
Telephone: 914-253-2000
PepsiCo Website
www.pepsico.com
2012 PepsiCo, Inc.
PepsiCos Annual Report contains many
of the valuable trademarks owned and/or
used by PepsiCo and its subsidiaries and
affiliates in the United States and inter-
nationally to distinguish products and
services of outstanding quality. All other
trademarks featured herein are the prop-
erty of their respective owners.
PepsiCos Values
We are committed to delivering sustained
growth through empowered people, acting
responsibly and building trust.
Guiding Principles
We must always strive to:
Care for customers, consumers and the
world we live in.
Sell only products we can be proud of.
Speak with truth and candor.
Balance short term and long term.
Win with diversity and inclusion.
Respect others and succeed together.
Environmental Profle
This annual report was printed with Forest
Stewardship Council (FSC
) certified
paper, the use of 100 percent certified
renewable wind power resources and soy
ink. PepsiCo continues to reduce the costs
and environmental impact of annual report
printing and mailing by utilizing a distri-
bution model that drives increased online
readership and fewer printed copies. You
can learn more about our environmental
efforts at www.pepsico.com.
2012 Diversity and Inclusion Statistics
Total Women %
People
of Color %
Board of Directors
(a)
13 4 31 5 38
Senior Executives
(b)
12 3 25 3 25
Executives 2,755 852 31 609 22
All Managers 16,969 5,618 33 4,522 27
All Associates
(c)
97,781 18,144 19 33,173 34
At year-end, we had approximately 278,000 associates worldwide.
(a) Our Board of Directors is pictured on page 33.
(b) Composed of PepsiCo Executive Officers listed on page 34.
(c) Includes full-time associates only.
Executives, All Managers and All Associates are approximate numbers as of 12/31/12 for U.S. associates only.
Data in this chart is based on the U.S. definition for people of color.
Contribution Summary
(in millions) 2012
PepsiCo Foundation $25.7
Corporate Contributions 4.9
Division Contributions 10.1
Division Estimated In-Kind Donations 58.6
Total
(a)
$99.3
(a) Does not sum due to rounding.
F
P
O

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2012 PEPSICO ANNUAL REPORT 109

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